Practice Free PMP Exam Online Questions
A project is starting its sixth iteration out seven. During the daily meeting, a team member explains that a key function will take longer to complete than originally anticipated.
What should the project manager do?
- A . Update the issue log and escalate the problem to the project sponsor.
- B . Ask for a project extension to deliver the committed scope.
- C . Review the options and possible solutions with the project team.
- D . Ask for help to increase the team capacity to deliver on time.
C
Explanation:
In the context of Project Management Professional (PMP) practices, when a key function is anticipated to take longer to complete, the project manager should engage with the project team to review options and possible solutions. This approach aligns with the principles of iterative planning and agile methodologies, which emphasize collaboration, team engagement, and adaptive planning to address changes and challenges that arise during project execution. It is essential to work with the team to understand the issue’s impact on the project’s schedule and scope and to explore all possible avenues to mitigate delays while maintaining quality and meeting project objectives.
: The answer is verified by the principles found in the PMI’s guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Disciplined Agile (DA) toolkit, which advocate for a collaborative approach to problem-solving within the team and adapting plans as necessary based on the team’s velocity and iteration goals12.
In a global project, the main definitions were developed in country A, and the delivery of the project will be completed in phases in countries B, C, and D. Country B discovers that one of the legal requirements was not addressed.
What should the project manager have done to avoid this situation?
- A . Selected countries that had similar regulatory requirements.
- B . Asked procurement to assign resources located in each country.
- C . Managed risk mitigation strategies specific to each country.
- D . Identified the regulatory differences among the countries.
D
Explanation:
To avoid the situation where a legal requirement is overlooked in a global project, the project manager should have identified the regulatory differences among the countries involved. This involves a thorough analysis of the legal and regulatory environment in each country to ensure that all requirements are addressed during the planning phase. By understanding these differences early on, the project manager can incorporate the necessary compliance measures into the project plan, avoiding potential legal issues and delays.
: The importance of identifying regulatory differences in global projects is highlighted in the PMBOK® Guide, which recommends a comprehensive approach to managing projects across different jurisdictions1. This is further supported by the PMI’s Global Project Management Framework, which emphasizes the need for understanding the unique requirements on a country-by-country basis to achieve a high level of efficiency on global projects2. Additionally, the Professional in Business Analysis (PMI-PBA) materials advocate for the analysis and management of requirements, including
legal and regulatory, throughout the project lifecycle34567.
A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.
What should the project manager do in this situation?
- A . Schedule a meeting with the reluctant project stakeholder to obtain their feedback.
- B . Meet with all seven of the project stakeholders and request all of their feedback.
- C . Explain to the sponsor why the reluctant stakeholder needs to provide feedback.
- D . Host a meeting with the reluctant stakeholder and project team to resolve any conflict.
A
Explanation:
In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.
: While I cannot provide direct references from the PMI materials, the approach is consistent with the best practices outlined in the PMBOK® Guide, which emphasizes the importance of stakeholder engagement for project success.
A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity.
What should the project manager do to support the backlog prioritization?
- A . Prioritize the item flagged as high business value and low complexity for this sprint.
- B . Support the team to move both items to the next sprint when the team will know more.
- C . Facilitate the discussion until the team reaches an agreement about the two items.
- D . Prioritize the item flagged as a dependency with low business value and high complexity.
C
Explanation:
In an agile approach, it is crucial to consider both the business value and the dependencies between backlog items when prioritizing them for a sprint. The project manager should facilitate a discussion among the team members to reach a consensus on the prioritization of the items. This collaborative decision-making process ensures that the team considers all aspects of the work, including business value, complexity, and dependencies, to make an informed decision that aligns with the team’s capacity and the project’s goals.
: The answer is verified using the principles found in the Agile Practice Guide provided by PMI, which emphasizes the importance of collaboration and consensus in agile teams1. Additionally, the PMBOK® Guide – Sixth Edition also supports this approach by highlighting the role of the project manager in facilitating discussions and decision-making within the team2.
A project manager found a repeated defect in a junior developer’s code. The code is due in 2 days and a severe fine will be incurred if it is not fixed by then. The project manager wants to reassign the assignment to a more senior developer, but the junior developer is strongly opposed to the reassignment.
What should the project manager do?
- A . Assign the issue to a senior developer and schedule training for the junior developer after the due date.
- B . Assign the rework to the junior developer after consultation with the senior developer.
- C . Reassign the issue to the senior developer and assign the junior developer to assist in fixing the issue.
- D . Reassign the issue to the senior developer after explaining the situation to the junior developer.
The project team completed a demonstration of the main deliverable of the project. Although the project sponsor is happy with the outcome and is ready to sign the release to production, one of the business unit managers who attended the demo believes that the deliverable is not complete.
Which document should the project manager use to resolve this situation?
- A . Requirements traceability matrix
- B . Risk management plan
- C . Project scope statement
- D . Requirements management plan
An agile team is struggling to successfully deliver what they have committed. During the daily status meetings, the project manager notices that the most senior engineer is doing all of the talking, leaving little time for the other members to share their status. The team’s performance is not good, and some team members want to leave the team.
How should the project manager approach this situation?
- A . Measure the team’s psychological safety.
- B . Reschedule the team’s retrospective meeting.
- C . Coach the team to be more inclusive.
- D . Rotate the team’s daily meeting roles frequently.
C
Explanation:
The situation indicates that one team member is dominating, and others feel left out, which is harming morale and delivery. The appropriate response is to coach the team on inclusive behavior and to reinforce Agile values such as shared responsibility and open communication.
The PMBOK® Guide C Seventh Edition and Agile Practice Guide highlight the role of the project manager (or Scrum Master) in facilitating team collaboration and psychological safety. Coaching is a primary tool to correct team dynamics.
Option A is useful but not action-oriented.
Option B doesn’t address the root problem.
Option D may help but doesn’t correct behavior.
Reference: PMBOK® Guide C Seventh Edition, Team and Stakeholder Domains
Agile Practice Guide, Chapter 4 C Building Agile Teams
A project manager is managing a project in a fast-paced environment. The project manager needs to empower the team to collaborate toward an expected outcome and enable high-team performance. The CEO has suggested that the project manager apply a servant leadership style.
What should the project manager do to demonstrate the capabilities of a servant leader?
- A . Encourage all team members to develop the perfect plan to achieve the desired results.
- B . Create an environment where all team members compete to achieve the desired results.
- C . Assess the business case and define the project priorities to motivate all team members.
- D . Define the project’s objectives and create an environment where all team members can succeed in achieving them.
A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions.
What should the project manager do to ensure that the project is ready to move to an operational state?
- A . Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.
- B . Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.
- C . Review the project approval requirements in the project charter and confirm who will be approving the project.
- D . Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.
A
Explanation:
Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out.
Reference: (Professional in Business Analysis
Reference Materials source and documents)
Executive Notebook – Transition Plans | PMI1
Exam PMP topic 1 question 749 discussion – ExamTopics2
Business Analysis 2018: The BA Role in Transitioning a Project’s Outcome/Capability to Operations3
A project development team is located in different areas around the world. Last week, a very important release was delayed because one of the developers did not respond on time to an email that was sent to everyone. The developer seems to have missed reading the email.
What should the project manager do to avoid these situations?
- A . Review the risk management plan.
- B . Review the resource management plan.
- C . Review the communications management plan.
- D . Review the stakeholder engagement plan.
C
Explanation:
In a global project team, communication challenges are common, especially when relying on asynchronous methods like email. The project manager should review and possibly update the communications management plan to ensure it addresses the complexities of a geographically dispersed team. This may include implementing more robust communication channels, regular check-ins, and ensuring that critical information is acknowledged by all team members. Effective communication planning is essential for managing stakeholder expectations and ensuring that everyone receives and understands project information12.
Reference: PMBOK Guide and Standards1
Managing Communications Effectively and Efficiently | PMI1 Communications management plan – Lovepmp2