Practice Free PMP Exam Online Questions
Question #140
A project is comprised of team members who are not engaged and committed to project success.
What should the project manager do to address this situation?
- A . Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary.
- B . Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution.
- C . Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude.
- D . Contact the project sponsor to request approval to release the current team and hire replacement personnel.
Correct Answer: B
B
Explanation:
Engaging with team members individually to understand their perspectives is a crucial step in addressing issues of disengagement and lack of commitment. This approach allows the project manager to identify any underlying problems and work collaboratively with the team to find solutions. It is consistent with the PMBOK® Guide’s emphasis on leadership and team management, which includes promoting team engagement and managing conflict. Bringing the team together to discuss solutions promotes a collaborative environment and ensures that all voices are heard, fostering a sense of ownership and commitment to the project’s success.
Reference: PMBOK® Guide C Seventh Edition1
The PMI Guide to Business Analysis2
B
Explanation:
Engaging with team members individually to understand their perspectives is a crucial step in addressing issues of disengagement and lack of commitment. This approach allows the project manager to identify any underlying problems and work collaboratively with the team to find solutions. It is consistent with the PMBOK® Guide’s emphasis on leadership and team management, which includes promoting team engagement and managing conflict. Bringing the team together to discuss solutions promotes a collaborative environment and ensures that all voices are heard, fostering a sense of ownership and commitment to the project’s success.
Reference: PMBOK® Guide C Seventh Edition1
The PMI Guide to Business Analysis2
Question #142
An agile project team is looking to develop quality standards for a project.
How should the project manager coach the team?
- A . Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously.
- B . Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution
- C . Insist that test-driven development is implemented along with the automated testing
- D . Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story
Correct Answer: A
A
Explanation:
According to the PMI-PBA guide, quality standards are the criteria that the project team uses to measure the quality of the product or service. Quality standards should be aligned with the customer’s needs and expectations, and should be defined and agreed upon by the project team and the stakeholders. Quality standards should also be adaptable to the changing requirements and feedback in an agile environment. One of the agile principles is to deliver working software frequently, which implies that testing should be done early and continuously throughout the project lifecycle. Testing is not only a way to verify the quality of the product, but also a way to validate the value of the solution and elicit feedback from the customer. Therefore, the project manager should coach the team to determine the tools and techniques suitable for the project and ensure that testing is done early and continuously, as this will help the team deliver a high-quality product that meets the customer’s needs and expectations.
Reference: PMI-PBA guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Quality Standards, p. 115-116
PMI-PBA guide, Chapter 6: Traceability and Monitoring, Section 6.2.1: Testing, p. 141-142
PMI-PBA guide, Appendix A: Agile Principles and Practices, Section A.1: Agile Principles, p. 263 PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.1: Plan Quality Management, p. 395-396
PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.4: Control Quality, p. 413-414
A
Explanation:
According to the PMI-PBA guide, quality standards are the criteria that the project team uses to measure the quality of the product or service. Quality standards should be aligned with the customer’s needs and expectations, and should be defined and agreed upon by the project team and the stakeholders. Quality standards should also be adaptable to the changing requirements and feedback in an agile environment. One of the agile principles is to deliver working software frequently, which implies that testing should be done early and continuously throughout the project lifecycle. Testing is not only a way to verify the quality of the product, but also a way to validate the value of the solution and elicit feedback from the customer. Therefore, the project manager should coach the team to determine the tools and techniques suitable for the project and ensure that testing is done early and continuously, as this will help the team deliver a high-quality product that meets the customer’s needs and expectations.
Reference: PMI-PBA guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Quality Standards, p. 115-116
PMI-PBA guide, Chapter 6: Traceability and Monitoring, Section 6.2.1: Testing, p. 141-142
PMI-PBA guide, Appendix A: Agile Principles and Practices, Section A.1: Agile Principles, p. 263 PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.1: Plan Quality Management, p. 395-396
PMP Exam Study Guide, Chapter 8: Quality Management, Section 8.4: Control Quality, p. 413-414
Question #143
After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work (SOW). These changes would improve the project outcome.
What should the project manager do next?
- A . Conduct an audit on the procurement process and inform the vendor about the audit’s observations.
- B . Assess the situation as an opportunity for improvement and perform a risk analysis.
- C . Consult the list of selected vendors for the bid and evaluate a possible change of vendor.
- D . Revise the procurement control process to avoid undesired changes that might affect the schedule.
Correct Answer: B
B
Explanation:
When a vendor suggests changes that could improve the project outcome, it is essential to assess these changes carefully. The project manager should view this as an opportunity for improvement.
However, before proceeding, it is crucial to perform a risk analysis to understand the potential impacts on the project, including scope, time, cost, and quality. This approach aligns with the PMBOK® Guide’s emphasis on continuous improvement and risk management as part of project procurement management.
Reference: PMBOK® Guide C Seventh Edition1
The PMI Guide to Business Analysis2
B
Explanation:
When a vendor suggests changes that could improve the project outcome, it is essential to assess these changes carefully. The project manager should view this as an opportunity for improvement.
However, before proceeding, it is crucial to perform a risk analysis to understand the potential impacts on the project, including scope, time, cost, and quality. This approach aligns with the PMBOK® Guide’s emphasis on continuous improvement and risk management as part of project procurement management.
Reference: PMBOK® Guide C Seventh Edition1
The PMI Guide to Business Analysis2
Question #144
A new team member has joined an agile project, replacing a team member who recently left. The project team needs the new team member to speed up their ability to contribute effectively to the project
What should the project manager do to help in this situation?
- A . Assign the new team member the same tasks that were assigned to the previous team member who they replaced
- B . Schedule knowledge transfer sessions and assign less complex tasks to the new team member
- C . Send technical documentation to the new team member and schedule training for the next iteration.
- D . Have the new team member complete all of the company’s mandatory training
Correct Answer: B
B
Explanation:
Knowledge transfer is the process of sharing relevant and valuable information, skills, and experiences among project team members and stakeholders. It is essential for agile projects, as they require frequent collaboration, communication, and feedback among the project team and other parties. Knowledge transfer can help the new team member to understand the project vision, scope, objectives, deliverables, requirements, and processes, as well as the roles and responsibilities of the project team and the customer. It can also help the new team member to learn from the best practices, lessons learned, and challenges faced by the previous team member and the rest of the team. The project manager should schedule knowledge transfer sessions with the new team member, involving the previous team member (if possible), the other team members, the customer representative, and any other relevant stakeholders. The knowledge transfer sessions should be interactive, engaging, and tailored to the specific needs and interests of the new team member. The project manager should also assign less complex tasks to the new team member, to allow them to gain confidence, competence, and familiarity with the project work and the agile approach. The project manager should provide feedback, coaching, and support to the new team member, and monitor their progress and performance. This is part of the Manage Team process, which aims to optimize the project team’s performance and interaction. The other options are not the best choices because they do not facilitate effective knowledge transfer and integration of the new team member into the project team. Assigning the new team member the same tasks that were assigned to the previous team member who they replaced (option A) may be unrealistic, as the new team member may not have the same level of skill, experience, and knowledge as the previous team member. It may also create confusion, frustration, and conflict among the team members and the customer. Sending technical documentation to the new team member and scheduling training for the next iteration (option C) may be helpful, but it is not sufficient to provide the new team member with the contextual and practical knowledge that they need to perform effectively on the project. It may also delay the new team member’s contribution and involvement in the project work. Having the new team member complete all of the company’s mandatory training (option D) may be a requirement, but it is not specific to the project and may not cover the agile principles and techniques that are relevant for the project activities.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9:
Project Resource Management, pp. 313-372
Agile Certified Practitioner | PMI
Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 3: Needs Assessment, pp. 41-42 Knowledge Transfer and its Importance for Project Managers
B
Explanation:
Knowledge transfer is the process of sharing relevant and valuable information, skills, and experiences among project team members and stakeholders. It is essential for agile projects, as they require frequent collaboration, communication, and feedback among the project team and other parties. Knowledge transfer can help the new team member to understand the project vision, scope, objectives, deliverables, requirements, and processes, as well as the roles and responsibilities of the project team and the customer. It can also help the new team member to learn from the best practices, lessons learned, and challenges faced by the previous team member and the rest of the team. The project manager should schedule knowledge transfer sessions with the new team member, involving the previous team member (if possible), the other team members, the customer representative, and any other relevant stakeholders. The knowledge transfer sessions should be interactive, engaging, and tailored to the specific needs and interests of the new team member. The project manager should also assign less complex tasks to the new team member, to allow them to gain confidence, competence, and familiarity with the project work and the agile approach. The project manager should provide feedback, coaching, and support to the new team member, and monitor their progress and performance. This is part of the Manage Team process, which aims to optimize the project team’s performance and interaction. The other options are not the best choices because they do not facilitate effective knowledge transfer and integration of the new team member into the project team. Assigning the new team member the same tasks that were assigned to the previous team member who they replaced (option A) may be unrealistic, as the new team member may not have the same level of skill, experience, and knowledge as the previous team member. It may also create confusion, frustration, and conflict among the team members and the customer. Sending technical documentation to the new team member and scheduling training for the next iteration (option C) may be helpful, but it is not sufficient to provide the new team member with the contextual and practical knowledge that they need to perform effectively on the project. It may also delay the new team member’s contribution and involvement in the project work. Having the new team member complete all of the company’s mandatory training (option D) may be a requirement, but it is not specific to the project and may not cover the agile principles and techniques that are relevant for the project activities.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9:
Project Resource Management, pp. 313-372
Agile Certified Practitioner | PMI
Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 3: Needs Assessment, pp. 41-42 Knowledge Transfer and its Importance for Project Managers
Question #145
A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements.
What should the project manager do?
- A . Refer to the configuration management knowledge base for similar projects delivered in the past.
- B . Arrange for a workshop with the customer to understand the business values expected from the outcomes.
- C . Include a representative from the customer to work collaboratively with the team.
- D . Acknowledge that the current team needs improvement and hire more qualified team members.
Correct Answer: B
B
Explanation:
When a project team is facing numerous change requests and feels that their work is not aligned with customer requirements, it is essential to engage directly with the customer to understand their business values and expectations. Arranging a workshop with the customer provides an opportunity for the project team to clarify requirements, expectations, and any misunderstandings. This proactive approach helps in realigning the project with the customer’s needs and reduces the likelihood of future change requests, ensuring that the team works on the right outcomes that deliver value to the customer.
Reference: The answer is supported by best practices in project management, which emphasize the importance of customer collaboration and understanding business values to prevent misalignment and reduce change requests123. Additionally, the PMBOK Guide highlights the significance of engaging stakeholders and clarifying their needs and expectations as part of effective project management4.
B
Explanation:
When a project team is facing numerous change requests and feels that their work is not aligned with customer requirements, it is essential to engage directly with the customer to understand their business values and expectations. Arranging a workshop with the customer provides an opportunity for the project team to clarify requirements, expectations, and any misunderstandings. This proactive approach helps in realigning the project with the customer’s needs and reduces the likelihood of future change requests, ensuring that the team works on the right outcomes that deliver value to the customer.
Reference: The answer is supported by best practices in project management, which emphasize the importance of customer collaboration and understanding business values to prevent misalignment and reduce change requests123. Additionally, the PMBOK Guide highlights the significance of engaging stakeholders and clarifying their needs and expectations as part of effective project management4.
Question #146
In an agile project, the project manager notices that one team member rarely reports blockers during daily check-ins. Additionally, the team member is too shy to participate in team activities and prefers to provide status updates individually to the project manager.
How should the project manager rectify this situation?
- A . Review team culture and the personality traits of the individual to address status update gaps.
- B . Create a safe space for status updates and encourage the team to approach the project manager.
- C . Review the team status updates more thoroughly to address the gaps.
- D . Support team inclusion and change the format of status updates to email.
Correct Answer: A
A
Explanation:
The project manager should review the team culture and the personality traits of the individual to address status update gaps. This will help to understand the root cause of the problem and find ways to improve the communication and collaboration within the team. The project manager should also foster a trusting and respectful environment where team members feel comfortable to share their challenges and feedback. Creating a safe space for status updates, reviewing the team status updates more thoroughly, or supporting team inclusion and changing the format of status updates are all possible actions that the project manager can take after reviewing the team culture and the personality traits of the individual, but they are not the first action that the project manager should take to rectify this situation.
Reference: Agile Practice Guide, page 27; PMBOK Guide 7th Edition, page 95.
A
Explanation:
The project manager should review the team culture and the personality traits of the individual to address status update gaps. This will help to understand the root cause of the problem and find ways to improve the communication and collaboration within the team. The project manager should also foster a trusting and respectful environment where team members feel comfortable to share their challenges and feedback. Creating a safe space for status updates, reviewing the team status updates more thoroughly, or supporting team inclusion and changing the format of status updates are all possible actions that the project manager can take after reviewing the team culture and the personality traits of the individual, but they are not the first action that the project manager should take to rectify this situation.
Reference: Agile Practice Guide, page 27; PMBOK Guide 7th Edition, page 95.
Question #147
The project manager has observed that two team members have been arguing with each other openly at meetings. To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members
What two actions should project manager take? (Choose two)
- A . Ask the team members to work it out themselves
- B . Discuss this situation with other project managers and ask for advice
- C . Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules.
- D . Address the behavioral issue with each team member
- E . Discuss the behavior directly with their managers and request them to correct the behavior.
Correct Answer: CD
CD
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1, and the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam2. According to the guides, the project manager is responsible for managing the project team, which includes developing, leading, and motivating the team members, as well as resolving any conflicts or issues that may arise among them12. The project manager should also establish and enforce the ground rules for the project team, which are the agreed-upon standards of behavior and expectations for the team members, such as communication protocols, decision-making processes, meeting guidelines, and conflict resolution methods12. When the project manager observes that two team members have been arguing with each other openly at meetings and bypassing the project manager to influence the sponsor, this indicates a serious breach of the ground rules and a potential threat to the project performance and harmony. The project manager should take the following two actions to address this situation:
Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules. This action will remind the team members of their roles and responsibilities, and the expected norms of conduct for the project team. It will also reinforce the authority and accountability of the project manager, and the importance of following the agreed-upon procedures for communication and decision-making. This action will help to prevent further escalation of the conflict and restore trust and respect among the team members12.
Address the behavioral issue with each team member. This action will allow the project manager to understand the root cause of the conflict, and the perspectives and interests of each team member. It will also enable the project manager to provide constructive feedback, coaching, or counseling to each team member, and to facilitate a collaborative resolution that satisfies both parties and aligns with the project objectives. This action will help to improve the performance and morale of the team members, and to foster a positive and productive team culture12.
The other options are not appropriate because they do not address the problem effectively or ethically. Asking the team members to work it out themselves is not a responsible or proactive approach, as it may lead to further deterioration of the relationship and the project outcomes.
Discussing this situation with other project managers and asking for advice is not a confidential or respectful way to handle the issue, as it may expose the team members to gossip or criticism, and undermine their trust and credibility. Discussing the behavior directly with their managers and requesting them to correct the behavior is not a fair or empowering way to deal with the issue, as it may create a perception of blame or punishment, and damage the rapport and autonomy of the team members.
Reference: PMBOK® Guide
PMI Guide to Business Analysis
CD
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1, and the PMI Guide to Business Analysis, which is one of the reference materials for the PMI-PBA exam2. According to the guides, the project manager is responsible for managing the project team, which includes developing, leading, and motivating the team members, as well as resolving any conflicts or issues that may arise among them12. The project manager should also establish and enforce the ground rules for the project team, which are the agreed-upon standards of behavior and expectations for the team members, such as communication protocols, decision-making processes, meeting guidelines, and conflict resolution methods12. When the project manager observes that two team members have been arguing with each other openly at meetings and bypassing the project manager to influence the sponsor, this indicates a serious breach of the ground rules and a potential threat to the project performance and harmony. The project manager should take the following two actions to address this situation:
Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules. This action will remind the team members of their roles and responsibilities, and the expected norms of conduct for the project team. It will also reinforce the authority and accountability of the project manager, and the importance of following the agreed-upon procedures for communication and decision-making. This action will help to prevent further escalation of the conflict and restore trust and respect among the team members12.
Address the behavioral issue with each team member. This action will allow the project manager to understand the root cause of the conflict, and the perspectives and interests of each team member. It will also enable the project manager to provide constructive feedback, coaching, or counseling to each team member, and to facilitate a collaborative resolution that satisfies both parties and aligns with the project objectives. This action will help to improve the performance and morale of the team members, and to foster a positive and productive team culture12.
The other options are not appropriate because they do not address the problem effectively or ethically. Asking the team members to work it out themselves is not a responsible or proactive approach, as it may lead to further deterioration of the relationship and the project outcomes.
Discussing this situation with other project managers and asking for advice is not a confidential or respectful way to handle the issue, as it may expose the team members to gossip or criticism, and undermine their trust and credibility. Discussing the behavior directly with their managers and requesting them to correct the behavior is not a fair or empowering way to deal with the issue, as it may create a perception of blame or punishment, and damage the rapport and autonomy of the team members.
Reference: PMBOK® Guide
PMI Guide to Business Analysis
Question #148
A year after implementing a policy change to improve diversity and inclusion within two teams, there is increasing conflict within the company.
What should have been done to prevent this conflict?
- A . The organization should have introduced the concept of diversity broadly
- B . The leadership team should have worked closely with the marketing team to get insight on diversity
- C . Organization-wide diversity training should have been provided to the workforce
- D . The critical departments in the organization should have been involved in this exercise
Correct Answer: C
C
Explanation:
Diversity and inclusion are important for project effectiveness, as they enable diverse perspectives, ideas, and experiences to be shared and valued among the project team and stakeholders. However, diversity and inclusion are not just about demographics, but also about creating a culture of respect, belonging, and empowerment for everyone. To achieve this, the organization needs to provide training and education to the entire workforce, not just to specific teams or departments, to raise awareness, foster understanding, and promote positive behaviors. By doing so, the organization can prevent or reduce potential conflicts, misunderstandings, or biases that may arise from different backgrounds, views, or pReference. Furthermore, the organization can leverage the benefits of diversity and inclusion, such as improved innovation, collaboration, and customer satisfaction.
Reference: Diversity, Equity, and Inclusion in Project Management Diversity and Inclusion Are Important for Project Effectiveness Diversity, Equity, & Inclusion | PMI
C
Explanation:
Diversity and inclusion are important for project effectiveness, as they enable diverse perspectives, ideas, and experiences to be shared and valued among the project team and stakeholders. However, diversity and inclusion are not just about demographics, but also about creating a culture of respect, belonging, and empowerment for everyone. To achieve this, the organization needs to provide training and education to the entire workforce, not just to specific teams or departments, to raise awareness, foster understanding, and promote positive behaviors. By doing so, the organization can prevent or reduce potential conflicts, misunderstandings, or biases that may arise from different backgrounds, views, or pReference. Furthermore, the organization can leverage the benefits of diversity and inclusion, such as improved innovation, collaboration, and customer satisfaction.
Reference: Diversity, Equity, and Inclusion in Project Management Diversity and Inclusion Are Important for Project Effectiveness Diversity, Equity, & Inclusion | PMI
Question #149
A project manager is assigned to a large construction project with more than 100 project team members. The project manager is having a hard time keeping the project on track and deriving the planned benefits. The project manager wants to make sure that each requirement is linked to the business and project objective.
What should the project manager do?
- A . Review the requirements on a weekly basis.
- B . Implement a requirements traceability matrix.
- C . Add the requirements to the project charter.
- D . Understand the project management plan.
Correct Answer: B
B
Explanation:
Implementing a requirements traceability matrix (RTM) is the most effective way for the project manager to ensure that each requirement is linked to business and project objectives. An RTM is a tool that maps out the relationship between requirements and project work, ensuring that predetermined project requirements are met and providing a record of any testing, issues, and completed items. This approach helps in keeping the project aligned with its objectives and facilitates the tracking of requirements throughout the project lifecycle123.
Reference: Information on RTMs from Project-Management.com1, PMI.org2, and ProjectManager.com3. Additionally, techniques for linking business analysis plans to organizational strategy as found in the BABOK® Guide4.
B
Explanation:
Implementing a requirements traceability matrix (RTM) is the most effective way for the project manager to ensure that each requirement is linked to business and project objectives. An RTM is a tool that maps out the relationship between requirements and project work, ensuring that predetermined project requirements are met and providing a record of any testing, issues, and completed items. This approach helps in keeping the project aligned with its objectives and facilitates the tracking of requirements throughout the project lifecycle123.
Reference: Information on RTMs from Project-Management.com1, PMI.org2, and ProjectManager.com3. Additionally, techniques for linking business analysis plans to organizational strategy as found in the BABOK® Guide4.
Question #150
A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory Consequently, some requirements are not clear.
What should the project manager do to build consensus regarding the requirements?
- A . Escalate the issue to the management team for their review and guidance
- B . Create a survey template to collect feedback from stakeholders to reach an agreement
- C . Organize a face-to-face meeting with all stakeholders to understand their interests and concerns.
- D . Leverage expert judgment to determine the requirements that should be considered
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
C
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor