Practice Free PMP Exam Online Questions
Question #91
An agile leader is working on a complex project that is entering the final phase where solutions from different vendors are being integrated. This is the most critical delivery stage for the project.
How should the agile leader ensure successful delivery?
- A . Ensure participation from all team members
- B . Ask the client to attend all daily calls.
- C . Ensure cross-departmental teams are colocated
- D . Request additional project resources
Correct Answer: A
A
Explanation:
An agile leader should ensure participation from all team members in the final phase of a complex project, as this will help to foster collaboration, communication, feedback, and alignment among the project stakeholders. Participation from all team members will also help to identify and resolve any integration issues, risks, or dependencies that may arise during the delivery stage. Participation from all team members will also promote a sense of ownership, accountability, and commitment to the project outcomes. Asking the client to attend all daily calls may not be feasible or necessary, as the client may have other priorities or constraints. Ensuring cross-departmental teams are colocated may not be possible or beneficial, as the project may involve remote or distributed teams, or different organizational cultures. Requesting additional project resources may not be the best option, as it may introduce new challenges such as coordination, training, or integration costs.
Reference: PMBOK Guide, 7th edition, pages 99, 100, 101, 102.
A
Explanation:
An agile leader should ensure participation from all team members in the final phase of a complex project, as this will help to foster collaboration, communication, feedback, and alignment among the project stakeholders. Participation from all team members will also help to identify and resolve any integration issues, risks, or dependencies that may arise during the delivery stage. Participation from all team members will also promote a sense of ownership, accountability, and commitment to the project outcomes. Asking the client to attend all daily calls may not be feasible or necessary, as the client may have other priorities or constraints. Ensuring cross-departmental teams are colocated may not be possible or beneficial, as the project may involve remote or distributed teams, or different organizational cultures. Requesting additional project resources may not be the best option, as it may introduce new challenges such as coordination, training, or integration costs.
Reference: PMBOK Guide, 7th edition, pages 99, 100, 101, 102.
Question #92
A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.
What should the project manager do first to prevent the project from going further off track?
- A . Perform a risk assessment and define a risk response action plan.
- B . Proceed with the project using management reserves to cover any delays or losses.
- C . Propose a pause in this phase to save labor costs and asset depreciation.
- D . Establish new partnerships with other suppliers in anticipation of any delays.
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation.
Reference: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.
A
Explanation:
According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation.
Reference: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.
Question #93
A product owner Goes not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner Is not committed to the project.
What should the project manager have done to avoid this situation?
- A . Defined a set of external audits that can expose this situation to the project sponsor
- B . Agreed with the product owner on appropriate project governance levels
- C . Set a definition of done (DoD) that considers the work as done if not otherwise specified
- D . Asked another product owner to attend the demonstrations on behalf of the product owner
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, project governance is the framework, functions, and processes that
guide project management activities in order to create value and meet organizational objectives. Project governance also defines the roles and responsibilities of the project stakeholders, including the product owner, who is the person or group that is responsible for defining and prioritizing the product backlog and accepting the product increments1.
One of the principles of agile project management, as described in the Agile Practice Guide, is to collaborate with customers and stakeholders frequently and throughout the project. This principle implies that the product owner should be actively involved in the project and provide timely feedback and guidance to the project team. The product owner should also attend the demonstration ceremonies, which are events where the project team showcases the product increments to the product owner and other stakeholders and collects their feedback2.
Therefore, the project manager should have agreed with the product owner on appropriate project governance levels, which means defining the expectations, commitments, and communication channels between the project team and the product owner. This would have helped to avoid the situation where the product owner does not regularly attend the demonstration ceremonies and causes delays and disruptions to the project. By agreeing on the project governance levels, the project manager and the product owner could have established a mutual understanding of the value and importance of the demonstration ceremonies and the product owner’s role and responsibility in them.
Reference: 1: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition. Newtown Square, PA: Author.
2: Project Management Institute. (2023). Agile Practice Guide. Newtown Square, PA: Author.
B
Explanation:
According to the PMBOK Guide, project governance is the framework, functions, and processes that
guide project management activities in order to create value and meet organizational objectives. Project governance also defines the roles and responsibilities of the project stakeholders, including the product owner, who is the person or group that is responsible for defining and prioritizing the product backlog and accepting the product increments1.
One of the principles of agile project management, as described in the Agile Practice Guide, is to collaborate with customers and stakeholders frequently and throughout the project. This principle implies that the product owner should be actively involved in the project and provide timely feedback and guidance to the project team. The product owner should also attend the demonstration ceremonies, which are events where the project team showcases the product increments to the product owner and other stakeholders and collects their feedback2.
Therefore, the project manager should have agreed with the product owner on appropriate project governance levels, which means defining the expectations, commitments, and communication channels between the project team and the product owner. This would have helped to avoid the situation where the product owner does not regularly attend the demonstration ceremonies and causes delays and disruptions to the project. By agreeing on the project governance levels, the project manager and the product owner could have established a mutual understanding of the value and importance of the demonstration ceremonies and the product owner’s role and responsibility in them.
Reference: 1: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition. Newtown Square, PA: Author.
2: Project Management Institute. (2023). Agile Practice Guide. Newtown Square, PA: Author.
Question #94
A subcontractor informs the project manager that they are unable to supply a key component to the project.
What should the project manager do?
- A . Discuss the issue with the project sponsor and request extra time and budget to obtain the component from a different supplier.
- B . Raise a new risk in the risk register, perform a risk assessment, and convene SMEs and relevant stakeholders to plan a risk response
- C . Submit a change request to the change control board (CCB) for changes to the performance measurement baseline to obtain the component from a different supplier.
- D . Raise a new issue in the issue log and convene subject matter experts (SMEs) and relevant stakeholders to identify alternatives to address the problem.
Correct Answer: D
D
Explanation:
The project manager should raise a new issue in the issue log and convene SMEs and relevant stakeholders to identify alternatives to address the problem. This is because the inability of the subcontractor to supply a key component is an issue that has already occurred and needs to be resolved as soon as possible. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project1. The project manager should also involve the SMEs and relevant stakeholders who have the expertise and authority to provide input and guidance on how to deal with the issue. The project manager should not discuss the issue with the project sponsor and request extra time and budget to obtain the component from a different supplier, as this would be premature and may not be the best option. The project manager should not raise a new risk in the risk register, perform a risk assessment, and convene SMEs and relevant stakeholders to plan a risk response, as this would be appropriate for a potential problem that has not yet occurred, not an actual issue that has already happened. The project manager should not submit a change request to the CCB for changes to the performance measurement baseline to obtain the component from a different supplier, as this would be a formal process that requires approval and may not be necessary if the issue can be resolved in other ways.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.6.1.1, “Issue Log”
D
Explanation:
The project manager should raise a new issue in the issue log and convene SMEs and relevant stakeholders to identify alternatives to address the problem. This is because the inability of the subcontractor to supply a key component is an issue that has already occurred and needs to be resolved as soon as possible. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project1. The project manager should also involve the SMEs and relevant stakeholders who have the expertise and authority to provide input and guidance on how to deal with the issue. The project manager should not discuss the issue with the project sponsor and request extra time and budget to obtain the component from a different supplier, as this would be premature and may not be the best option. The project manager should not raise a new risk in the risk register, perform a risk assessment, and convene SMEs and relevant stakeholders to plan a risk response, as this would be appropriate for a potential problem that has not yet occurred, not an actual issue that has already happened. The project manager should not submit a change request to the CCB for changes to the performance measurement baseline to obtain the component from a different supplier, as this would be a formal process that requires approval and may not be necessary if the issue can be resolved in other ways.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.6.1.1, “Issue Log”
Question #95
A company that is introducing a new product into the market by the end of the year requires a storage and distribution facility to be built. During the monthly stakeholder meeting, it is discovered that the location for implementation is a government-owned area.
What should the project manager do first?
- A . Identify an alternative site.
- B . Update the issue log
- C . Issue a change request
- D . Update the risk register.
Correct Answer: B
B
Explanation:
An issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue.
Reference: PMBOK Guide, 6th edition, page 89: PMBOK Guide, 6th edition, page 558: PMP Sample Test Questions
B
Explanation:
An issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders. Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue.
Reference: PMBOK Guide, 6th edition, page 89: PMBOK Guide, 6th edition, page 558: PMP Sample Test Questions
Question #96
A project team is implementing an enterprise notification tool with a vendor. The project manager noticed that this vendor’s developer has been reporting the same status for several weeks in a row. A few days later, the vendor communicates that the deliverable will not be completed on time due to resource constraints within their company.
What should the project manager do next?
- A . Update the risk register to reflect the delay, communicate the impact to the schedule, and escalate to management for assistance.
- B . Conduct a project review with the project sponsor to explain the delay and add a developer to work with the vendor.
- C . Review the contract with the vendor to go over the financial penalty that is applicable to this situation.
- D . Add the delay to the issue log and work with the vendor for a resolution that will bring the schedule back on track.
Correct Answer: D
D
Explanation:
When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.
Reference: The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.
D
Explanation:
When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.
Reference: The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.
Question #97
A project manager is assigned to lead a newly formed agile team. The functional manager has assigned tasks to team members, but the team members do not feel empowered.
How can the project manager promote empowerment and accountability among the team?
- A . Assign the tasks individually based on the role of the team member to ensure expertise on the subject.
- B . Encourage and assign the team to perform demos of their products or software with the customers
- C . Give the team autonomy to make their own decisions on how to perform the tasks.
- D . Encourage the team to keep the product owner involved when choosing ways to resolve the given task
Correct Answer: C
C
Explanation:
This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed-upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a dependency on the product owner for every decision34.
Reference: PMP Examination Content Outline – January 2021
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide
Professional in Business Analysis Reference Materials
C
Explanation:
This answer is based on the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam1, and the PMP Examination Content Outline, which is based on the Project Management Professional (PMP) objectives and content2. According to these sources, one of the key principles of agile project management is to empower the team to self-organize and self-manage their work, rather than assigning tasks or dictating solutions34. Empowering the team means giving them the authority, responsibility, and accountability to make their own decisions on how to perform the tasks, within the agreed-upon scope, quality, and schedule criteria34. Empowering the team also means providing them with the necessary resources, tools, information, and support to enable them to deliver value to the customer34. Empowering the team can promote collaboration, innovation, ownership, motivation, and satisfaction among the team members, as well as improve the quality and speed of the project outcomes34. The other options are not correct because they do not foster empowerment and accountability among the team. Assigning the tasks individually based on the role of the team member may ensure expertise on the subject, but it may also create silos, dependencies, and bottlenecks in the team, and reduce the flexibility and adaptability of the team to changing customer needs34. Encouraging and assigning the team to perform demos of their products or software with the customers may increase the feedback and validation of the project deliverables, but it may not necessarily empower the team to make their own decisions on how to perform the tasks, especially if the functional manager or the project manager still controls the scope, quality, and schedule of the project34. Encouraging the team to keep the product owner involved when choosing ways to resolve the given task may enhance the alignment and communication between the team and the product owner, but it may also undermine the autonomy and creativity of the team, and create a dependency on the product owner for every decision34.
Reference: PMP Examination Content Outline – January 2021
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide
Professional in Business Analysis Reference Materials
Question #98
During the initiating phase of a project, a key stakeholder requests frequent changes to the project scope.
What should the project manager do to improve the stakeholder’s engagement?
- A . Discuss the work breakdown structure (WBS) with the key stakeholder and refine the requirements
- B . Update the project backlog and discuss it with the key stakeholder
- C . Update the project charter and discuss it with the key stakeholder.
- D . Discuss the project scope statement with the key stakeholder and build prototypes
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, one of the tools and techniques for collecting requirements is prototypes1. This involves developing a preliminary version or model of the product, service, or result that is expected from the project, and using it to elicit feedback from the stakeholders. By discussing the project scope statement with the key stakeholder and building prototypes, the project manager can improve the stakeholder’s engagement, as well as clarify and validate the requirements, reduce changes, and enhance satisfaction1. The other options are not appropriate, as they do not address the issue of the stakeholder’s frequent requests for changes to the project scope. Discussing the WBS, updating the project backlog, or updating the project charter are all possible actions that could be taken after collecting the requirements, depending on the project methodology and life cycle.
Reference: 1: PMBOK Guide, 6th edition, page 149
D
Explanation:
According to the PMBOK Guide, one of the tools and techniques for collecting requirements is prototypes1. This involves developing a preliminary version or model of the product, service, or result that is expected from the project, and using it to elicit feedback from the stakeholders. By discussing the project scope statement with the key stakeholder and building prototypes, the project manager can improve the stakeholder’s engagement, as well as clarify and validate the requirements, reduce changes, and enhance satisfaction1. The other options are not appropriate, as they do not address the issue of the stakeholder’s frequent requests for changes to the project scope. Discussing the WBS, updating the project backlog, or updating the project charter are all possible actions that could be taken after collecting the requirements, depending on the project methodology and life cycle.
Reference: 1: PMBOK Guide, 6th edition, page 149
Question #99
During the course of a project, the project manager wants to ensure that the work carried out and the product being created do not deviate from the prescribed business value.
What should the project manager pay special attention to in order to achieve this goal?
- A . Reviewing and updating the requirements management plan
- B . Carrying out quality audits and failure analyses
- C . Monitoring the work breakdown structure (WBS)
- D . Monitoring and updating the benefits realization plan
Correct Answer: D
D
Explanation:
The benefits realization plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report the value of the project to the stakeholders and the senior management.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 2, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113
D
Explanation:
The benefits realization plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report the value of the project to the stakeholders and the senior management.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 2, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113
Question #99
During the course of a project, the project manager wants to ensure that the work carried out and the product being created do not deviate from the prescribed business value.
What should the project manager pay special attention to in order to achieve this goal?
- A . Reviewing and updating the requirements management plan
- B . Carrying out quality audits and failure analyses
- C . Monitoring the work breakdown structure (WBS)
- D . Monitoring and updating the benefits realization plan
Correct Answer: D
D
Explanation:
The benefits realization plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report the value of the project to the stakeholders and the senior management.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 2, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113
D
Explanation:
The benefits realization plan is a document that describes how the benefits of the project will be delivered, measured, and sustained. It includes the benefits identification, analysis, planning, realization, and transition activities. By monitoring and updating the benefits realization plan, the project manager can ensure that the work carried out and the product being created do not deviate from the prescribed business value. Monitoring and updating the benefits realization plan helps to track the progress and performance of the project and the benefits realization process, and to identify and address any gaps or issues that may arise. Monitoring and updating the benefits realization plan also helps to communicate and report the value of the project to the stakeholders and the senior management.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 2, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113