Practice Free PMP Exam Online Questions
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
A project manager is assigned to a global project with dispersed team members. Previously, when working with remote teams, the project manager observed that team members do not tend to produce quality work.
What should the project manager do to ensure the project is completed on time with quality?
- A . Encourage the team to participate in a peer evaluation activity by the end of the project.
- B . Introduce the use of time sheets and ask team members to review and submit them regularly.
- C . Arrange regular team meetings for the team to update one another on the progress of their assigned tasks.
- D . Meet with the team together and in one-on-one meetings to set clear, shared targets.
D
Explanation:
Meeting with the team both collectively and individually to establish clear, shared objectives is crucial for ensuring that all team members are aligned with the project’s goals and understand their responsibilities. This approach is supported by the PMP objectives which emphasize the importance of clear communication and well-defined objectives in project management. Additionally, the PMBOK Guide highlights the need for project managers to engage with their teams and stakeholders effectively to ensure that project requirements are understood and met, which is essential for maintaining quality and meeting deadlines.
Reference: PMP Examination Content Outline – June 20191
PMBOK Guide2
Professional in Business Analysis Reference Materials3
A project’s planning process is finished, and all resources were budgeted for and approved by senior management. Just before the kickoff meeting, a member of the production department realizes that the plan does not meet the requirements for their area.
What should the project manager have done during the planning process?
- A . Monitored the budget variations during the planning process
- B . Developed a good resource estimation in the planning process
- C . Included all functional managers in the planning process
- D . Distributed the resource estimates to all areas during the planning process
A construction company is executing a building contract that includes firm milestones for replacing certain components of the building. During execution, the client complains that the new components do not meet the requirements.
What should the project manager have done to prevent this from happening?
- A . Defined acceptance criteria in a quality checklist agreed upon before starting the build phase
- B . Approved a detailed change management process before starting the build phase
- C . Provided compensation for issues due to the variance in the agreed-upon requirements
- D . Continuously communicated the changes in the work plan and the agreement to the client
A
Explanation:
To prevent the issue of components not meeting requirements, it is essential to have clear and agreed-upon acceptance criteria. These criteria should be part of a quality checklist that is defined and approved before the build phase begins. This ensures that all parties have a shared understanding of what is expected and can verify that the components meet these standards as they are replaced.
: = The importance of defining acceptance criteria in a quality checklist is supported by best practices in project quality management, which emphasize the need for measurable, verifiable, and testable criteria aligned with project goals12. Additionally, the PMBOK Guide’s Change Management Process outlines the necessity of documenting and managing changes, which includes establishing acceptance criteria3.
A project manager is managing a project with a cost performance index (CPI) of 1.05 that is trending downward. To maintain on-time completion, the scrum master needs to add 30 additional team members in the next month to enable more sprints. The project manager is concerned because the schedule performance index (SPI) is 1.0.
What is the first step the project manager should take?
- A . Meet with the project team to forecast the SPI trend to determine if there are funds available to pay the 30 team members.
- B . Quantify the cost for the 30 team members and determine if there is budget available to fund the expanded team.
- C . Inform the project team that since the CPI is trending downward, there are funds available to expand the team.
- D . Engage with the human resources (HR) representative to begin selecting candidates for the 30 open positions.
B
Explanation:
Comprehensive and Detailed
The first step is to assess the financial impact of adding the 30 team members. Quantifying the cost and checking budget availability ensures data-driven decision-making. Only after this step should the project manager proceed with staffing actions.
* A focuses on SPI forecasting but doesn’t address funding directly.
* C assumes funding is available without analysis.
* D is premature before confirming budget availability.
Reference:
* PMBOK® Guide C Seventh Edition, Cost Performance Domain
* PMI Practice Standard for Earned Value Management C Budget Analysis Techniques
The velocity of the team is decreasing at every iteration. The project team members are complaining that the user stories are being rejected by the quality assurance team.
Which three actions should the project manager take? (Choose three)
- A . Conduct a root cause analysis (RCA) and identify a solution.
- B . Elaborate on the plan to implement a solution and execute it.
- C . Increase the working time to recover the lost time.
- D . Negotiate with the teams involved to manage team dependencies.
- E . Evaluate the effectiveness of the proposed solution.
A company recently adopted agile to develop innovation projects. The project manager is experiencing problems with some team members who consider some agile ceremonies to be unnecessary.
What should the project manager have done before the beginning of the project?
- A . Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.
- B . Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the project.
- C . Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.
- D . Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine.
B
Explanation:
Before the start of an agile project, it is crucial for the project manager to ensure that all team members understand the value and purpose of agile ceremonies. Preparing an inception deck and explaining the benefits of agile ceremonies can help in aligning the team’s expectations and securing their buy-in. This approach is supported by the principles of both Project Management and Business Analysis, which emphasize the importance of stakeholder engagement and clear communication. Agile ceremonies are designed to foster collaboration, transparency, and continuous improvement, which are essential for the success of innovation projects.
: The approach aligns with the guidance provided in resources like “Master the 4 Agile Ceremonies and Their Purpose in 2024” and “Business Analysis Role in Scrum Events,” which discuss the significance of understanding and adopting agile ceremonies for effective project management and business analysis12.
A project manager is leading a project when a key stakeholder requests additional work that is not in the scope. The stakeholder is also concerned that the project sponsors may not approve and fund the additional change in scope.
What should the project manager do first?
- A . Evaluate the cost of the additional requested work.
- B . Evaluate the impact and submit a change request.
- C . Discuss the requested change with the sponsor.
- D . Discuss the requested change with the team.
B
Explanation:
When a key stakeholder requests additional work that is not in the scope, the first action a project manager should take is to evaluate the impact of the requested change. This involves assessing how the change will affect the project’s scope, schedule, budget, quality, risk, and benefits. After a thorough evaluation, the project manager should submit a change request. This formalizes the process and ensures that the requested change is documented, evaluated, and approved (or rejected) systematically within the project’s change control procedures.
Reference: = The PMBOK® Guide outlines the importance of evaluating the impact of scope changes and the process for submitting change requests. It emphasizes that changes should be formally documented and processed through the project’s change control system12. This approach is aligned with best practices in project management for handling out-of-scope requests3.
A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete.
What should the project manager do?
- A . Ensure that the schedule is aligned with the vision and objectives.
- B . Escalate the compliance issue to the project management office (PMO).
- C . Congratulate the team and move on to the execution phase.
- D . Develop a new detailed schedule with the team and project sponsor.
A
Explanation:
When a project manager returns from an absence to find a nearly complete project schedule developed by the team, the priority should be to ensure that the schedule aligns with the project’s vision and objectives. This is crucial because the project scope statement, which includes the project’s vision, objectives, and work breakdown structure, guides all project activities. The project manager must review the developed schedule against the approved project scope statement to ensure that all project work aligns with the documented objectives and deliverables. If discrepancies are found, the project manager should work with the team to make necessary adjustments. This approach helps maintain the project’s integrity and ensures that the final deliverables will meet the stakeholders’ expectations.
: (Based on the Project Management Professional (PMP) guidelines and standards from PMI’s resources123
A large and complex project is comprised of multiple regions. The estimate to complete (ETC) work is assumed to be performed at the same cumulative cost performance index (CPI) as that incurred by the project to date. As of now, the earned value (EV) is 145 person/day, the planned value (PV) is 145 person/day, the actual cost (AC) is 170 person/day, and budget at completion (BAC) is 285 person/day.
What is the estimate at completion (EAC)?
- A . 334 person/day
- B . 285 person/day
- C . 310 person/day
- D . 315 person/day
A
Explanation:
When future performance is expected to continue at the same cost efficiency (CPI), the formula to calculate Estimate at Completion (EAC) is:
EAC = BAC / CPI
Step 1:
CPI = EV / AC = 145 / 170 ≈ 0.8529
Step 2:
EAC = 285 / 0.8529 ≈ 334 person/day
Thus, the correct estimate at completion is approximately 334 person/day.
Option B is the original BAC and does not reflect cost inefficiency.
Options C and D are incorrect based on the formula and data provided.
Reference: PMBOK® Guide C Sixth Edition, Section 7.4: Control Costs
Earned Value Management Formula Sheet (PMI)