Practice Free PMP Exam Online Questions
Question #171
A project manager is assigned to develop a wire bending machine midway through the design phase. The project manager discovered that the team did not have any test cases or acceptance criteria tor the equipment. The project manager started communication with the team to move the project forward.
What should the project manager do first at this pomp
- A . Meet with the quality planning manager to identify the reason why the quality plan was not created yet
- B . Meet with the hardware design engineers to identify the minimum performance required to establish a market for the machine
- C . Meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers
- D . Meet with the key stakeholders to identify the proper product concept for the development team
Correct Answer: C
C
Explanation:
The project manager should first meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers. This is because the project manager needs to understand the customer needs and expectations before proceeding with the design phase. The project manager can then use the requirements as the basis for developing the test cases and acceptance criteria for the equipment. Meeting with the sales and marketing teams is also consistent with the agile and hybrid methodologies, which emphasize customer collaboration and feedback.
Reference: PMP Examination Content Outline, page 8, task 1 under People domain: “Manage conflict among project stakeholders by analyzing the source and level of conflict and applying appropriate conflict resolution techniques.”
PMBOK Guide, page 141, section 5.2 Collect Requirements: “Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.”
PMI-PBA Examination Content Outline, page 9, task 1 under Needs Assessment domain: “Assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to the solution.” [Business Analysis for Practitioners: A Practice Guide], page 31, section 3.2.1 Elicitation Techniques: “Interviews are one of the most commonly used elicitation techniques. Interviews are used to obtain information on the current state, the desired future state, and any recognized gaps between the two states from the perspective of the interviewee.”
C
Explanation:
The project manager should first meet with the sales and marketing teams to identify the requirements that were collected during the interview sessions with potential customers. This is because the project manager needs to understand the customer needs and expectations before proceeding with the design phase. The project manager can then use the requirements as the basis for developing the test cases and acceptance criteria for the equipment. Meeting with the sales and marketing teams is also consistent with the agile and hybrid methodologies, which emphasize customer collaboration and feedback.
Reference: PMP Examination Content Outline, page 8, task 1 under People domain: “Manage conflict among project stakeholders by analyzing the source and level of conflict and applying appropriate conflict resolution techniques.”
PMBOK Guide, page 141, section 5.2 Collect Requirements: “Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.”
PMI-PBA Examination Content Outline, page 9, task 1 under Needs Assessment domain: “Assess proposed solutions to determine which solution best fits the business need, identify gaps and shortcomings in solutions, and determine necessary workarounds or changes to the solution.” [Business Analysis for Practitioners: A Practice Guide], page 31, section 3.2.1 Elicitation Techniques: “Interviews are one of the most commonly used elicitation techniques. Interviews are used to obtain information on the current state, the desired future state, and any recognized gaps between the two states from the perspective of the interviewee.”
Question #172
A project manager is working on a software development project. The project manager and the project team identified the project risks. As the project progressed, one of the risks materialized, and the project manager referred to the risk management plan to determine how to manage the risk. Once the risk management strategy was chosen and implemented, the risk was closed.
At what point did the project manager move the risk from the risk register to the issue log?
- A . Risk monitored
- B . Risk occurred
- C . Risk managed
- D . Risk identified
Correct Answer: B
B
Explanation:
The transition of a risk from the risk register to the issue log occurs when a risk materializes, meaning it has happened. In project management, risks are potential problems that may or may not happen, and they are documented in the risk register. When a risk actually occurs, it becomes an issue and is then moved to the issue log for tracking and resolution. This is consistent with the PMBOK guide’s definition and treatment of risks and issues.
Reference: Project Management Institute (PMI) resources, including the PMBOK guide and PMP examination content outline, which detail the risk management process and the use of the risk register and issue log1234.
B
Explanation:
The transition of a risk from the risk register to the issue log occurs when a risk materializes, meaning it has happened. In project management, risks are potential problems that may or may not happen, and they are documented in the risk register. When a risk actually occurs, it becomes an issue and is then moved to the issue log for tracking and resolution. This is consistent with the PMBOK guide’s definition and treatment of risks and issues.
Reference: Project Management Institute (PMI) resources, including the PMBOK guide and PMP examination content outline, which detail the risk management process and the use of the risk register and issue log1234.
Question #173
DRAG DROP
The team has reported the following impediments at the daily standup meeting.
Drag each impediment on the left to the action that the project manager needs to take on the right
Correct Answer:
Question #174
A company is using a predictive approach for the development of a particular component as defined in the scope management plan Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches
What should the project manager do about the development team’s request"?
- A . Escalate the request for additional financial resources
- B . Forward the request to the project management office (PMO) to amend the organizational process assets
- C . Ask the project sponsor to obtain approval for implementation of the new approach
- D . Analyze the requirements that will need to be addressed under the requested method
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager should consider the project delivery approach (predictive, agile, or hybrid) based on the project characteristics, such as complexity, uncertainty, stability, and adaptability. The project manager should also evaluate the impact of any changes to the project delivery approach on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. Therefore, the project manager should analyze the requirements that will need to be addressed under the agile approach and determine the feasibility, benefits, and drawbacks of switching from the predictive approach. This will help the project manager to make an informed decision and communicate it to the relevant stakeholders.
Reference: PMBOK Guide, 6th edition, pages 19-20, 141-142.
D
Explanation:
According to the PMBOK Guide, the project manager should consider the project delivery approach (predictive, agile, or hybrid) based on the project characteristics, such as complexity, uncertainty, stability, and adaptability. The project manager should also evaluate the impact of any changes to the project delivery approach on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. Therefore, the project manager should analyze the requirements that will need to be addressed under the agile approach and determine the feasibility, benefits, and drawbacks of switching from the predictive approach. This will help the project manager to make an informed decision and communicate it to the relevant stakeholders.
Reference: PMBOK Guide, 6th edition, pages 19-20, 141-142.
Question #175
During the project quality control process, the project manager realizes that the quality management plan does not include how the final user will perceive the benefits of the new product compared with the actual product.
What should the project manager do first?
- A . Let the product go to market and wait for customer feedback regarding quality
- B . Ask the quality manager to include the final user tests in the quality management plan.
- C . Submit a change request to analyze a new set of quality tests
- D . Ask the product manager to include the final user tests in the quality management plan
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, the project quality control process consists of determining quality requirements for project deliverables and testing, inspecting and reporting to make sure they’re met1. If the project manager realizes that the quality management plan does not include how the final user will perceive the benefits of the new product compared with the actual product, they should submit a change request to analyze a new set of quality tests. This is because the final user tests are part of the user acceptance testing (UAT), which is the final testing stage in software development before production2. UAT is used to get feedback from users who test the software and its user interface (UI) and to verify that the software meets the end-user requirements and expectations2. UAT is usually done manually, with users creating real-world situations and testing how the software reacts and performs2. Therefore, the project manager should not let the product go to market and wait for customer feedback regarding quality (option A), as this would be too late and risky to address any quality issues. The project manager should also not ask the quality manager or the product manager to include the final user tests in the quality management plan (options B and D), as this would be a change to the scope and the schedule of the project, which requires a formal change request and approval from the change control board3. The quality management plan is a document that helps the project manager and the project team execute quality management and quality assurance actions, and it should be aligned with the project management plan4. Any changes to the quality management plan should follow the change management process4.
Reference: 1: Quality Control in Project Management | monday.com Blog 2:
What Is User Acceptance Testing (UAT)? – Codecademy 3: The Quality Control Process – ProjectEngineer 4: The Quality Management Plan in Project Management
C
Explanation:
According to the PMBOK Guide, the project quality control process consists of determining quality requirements for project deliverables and testing, inspecting and reporting to make sure they’re met1. If the project manager realizes that the quality management plan does not include how the final user will perceive the benefits of the new product compared with the actual product, they should submit a change request to analyze a new set of quality tests. This is because the final user tests are part of the user acceptance testing (UAT), which is the final testing stage in software development before production2. UAT is used to get feedback from users who test the software and its user interface (UI) and to verify that the software meets the end-user requirements and expectations2. UAT is usually done manually, with users creating real-world situations and testing how the software reacts and performs2. Therefore, the project manager should not let the product go to market and wait for customer feedback regarding quality (option A), as this would be too late and risky to address any quality issues. The project manager should also not ask the quality manager or the product manager to include the final user tests in the quality management plan (options B and D), as this would be a change to the scope and the schedule of the project, which requires a formal change request and approval from the change control board3. The quality management plan is a document that helps the project manager and the project team execute quality management and quality assurance actions, and it should be aligned with the project management plan4. Any changes to the quality management plan should follow the change management process4.
Reference: 1: Quality Control in Project Management | monday.com Blog 2:
What Is User Acceptance Testing (UAT)? – Codecademy 3: The Quality Control Process – ProjectEngineer 4: The Quality Management Plan in Project Management
Question #176
A project manager is assigned to a global project where, during the planning process, team members from different regions are not agreeing to collaborate with each other.
What should the project manager do?
- A . Review lessons learned from previous projects that used the same team
- B . Review the organizational culture, structure, and governance
- C . Coordinate a meeting to understand the situation and resolve any conflicts.
- D . Coordinate a meeting with regional managers to ask for support
Correct Answer: C
C
Explanation:
According to the PMBOK® Guide, one of the key skills of a project manager is to manage stakeholder engagement, which includes facilitating collaboration among stakeholders1. Collaboration is essential for global projects, as it enables effective communication, efficiency, decision-making, and creativity among team members from different regions, cultures, and backgrounds2. However, collaboration can also be challenging due to factors such as time zones, language barriers, and cultural differences3. Therefore, the project manager should coordinate a meeting to understand the situation and resolve any conflicts that may arise among the team members. By doing so, the project manager can foster trust, respect, and mutual understanding among the team, and ensure that they are aligned with the project objectives and expectations2. The project manager can use various techniques to facilitate the meeting, such as active listening, brainstorming, negotiation, and problem-solving1.
Reference: 1: PMBOK® Guide C 4th Edition, Chapter 13: Stakeholder Management
2: The Global Project Management Framework
3: Advantages and Challenges of Global Team Collaboration
C
Explanation:
According to the PMBOK® Guide, one of the key skills of a project manager is to manage stakeholder engagement, which includes facilitating collaboration among stakeholders1. Collaboration is essential for global projects, as it enables effective communication, efficiency, decision-making, and creativity among team members from different regions, cultures, and backgrounds2. However, collaboration can also be challenging due to factors such as time zones, language barriers, and cultural differences3. Therefore, the project manager should coordinate a meeting to understand the situation and resolve any conflicts that may arise among the team members. By doing so, the project manager can foster trust, respect, and mutual understanding among the team, and ensure that they are aligned with the project objectives and expectations2. The project manager can use various techniques to facilitate the meeting, such as active listening, brainstorming, negotiation, and problem-solving1.
Reference: 1: PMBOK® Guide C 4th Edition, Chapter 13: Stakeholder Management
2: The Global Project Management Framework
3: Advantages and Challenges of Global Team Collaboration
Question #177
A project manager assigned to an education project needs to train a workforce in application development. The customer is responsible for providing the training center, and the deadline to start the first training is in 2 weeks. The customer calls to say that the center will not be available in 2 weeks due to some unforeseen problems.
What should the project manager do next?
- A . Apply the terms and conditions of the contract with penalties.
- B . Issue a change request to reflect the anticipated date for training.
- C . Help the customer find an alternative location to start the training.
- D . Update the project schedule with the new date for training.
Correct Answer: C
C
Explanation:
In situations where unforeseen problems prevent the planned execution of a project, the project manager should focus on problem-solving and collaboration to keep the project on track. According to the PMBOK® Guide, the project manager’s responsibilities include engaging with stakeholders to meet project requirements and creating customer satisfaction1. The Professional in Business Analysis Reference Materials also emphasize the importance of collaboration and stakeholder engagement to address issues and find solutions2. Therefore, helping the customer find an alternative location aligns with the project manager’s role in facilitating project success and maintaining stakeholder satisfaction.
Reference: PMBOK® Guide C Seventh Edition, Project Management Institute1.
Professional in Business Analysis Reference Materials, PMI2.
C
Explanation:
In situations where unforeseen problems prevent the planned execution of a project, the project manager should focus on problem-solving and collaboration to keep the project on track. According to the PMBOK® Guide, the project manager’s responsibilities include engaging with stakeholders to meet project requirements and creating customer satisfaction1. The Professional in Business Analysis Reference Materials also emphasize the importance of collaboration and stakeholder engagement to address issues and find solutions2. Therefore, helping the customer find an alternative location aligns with the project manager’s role in facilitating project success and maintaining stakeholder satisfaction.
Reference: PMBOK® Guide C Seventh Edition, Project Management Institute1.
Professional in Business Analysis Reference Materials, PMI2.
Question #178
An agile leader notices that one team member consistently fails to complete the deliverables on time. The agile leader suspects that this team member does not have the proper training.
What should the agile leader do?
- A . Reassign the task to another team member and require the team member to complete training
- B . Use the retrospective meeting to remind the entire team that they must complete all deliverables in each sprint
- C . Review the definition of done (DoD) with the team so that everyone understands what the team must deliver in this sprint.
- D . Speak directly with the team member about improvements and commit to an agreed-upon time frame.
Correct Answer: D
D
Explanation:
The agile leader should speak directly with the team member about improvements and commit to an agreed-upon time frame. This is the best option because it shows the agile leader’s respect and empathy for the team member, as well as the willingness to help them overcome their challenges and grow their skills. By speaking directly with the team member, the agile leader can also understand the root cause of the problem, provide constructive feedback, and agree on a realistic and achievable plan for improvement. This option also aligns with the agile values of “individuals and interactions over processes and tools” and "responding to change over following a plan"1.
The other options are not as effective as option D.
Option A is not supportive and may demotivate
the team member and create resentment.
Option B is not appropriate and may embarrass the team member and lower the team morale.
Option C is not relevant and may not address the team member’s specific needs and gaps.
Reference: 1: Agile Manifesto, [Manifesto for Agile Software Development]
D
Explanation:
The agile leader should speak directly with the team member about improvements and commit to an agreed-upon time frame. This is the best option because it shows the agile leader’s respect and empathy for the team member, as well as the willingness to help them overcome their challenges and grow their skills. By speaking directly with the team member, the agile leader can also understand the root cause of the problem, provide constructive feedback, and agree on a realistic and achievable plan for improvement. This option also aligns with the agile values of “individuals and interactions over processes and tools” and "responding to change over following a plan"1.
The other options are not as effective as option D.
Option A is not supportive and may demotivate
the team member and create resentment.
Option B is not appropriate and may embarrass the team member and lower the team morale.
Option C is not relevant and may not address the team member’s specific needs and gaps.
Reference: 1: Agile Manifesto, [Manifesto for Agile Software Development]
Question #179
An agile team has been assigned to a project that mandates the implementation of changes to key government products. The team has been given 6 months to fulfill this mandate.
What should the team lead do next?
- A . Create all of the stories just for the next sprint and skip the epics until the next sprint.
- B . Create the epics at a high level for the requirements and begin grooming sessions.
- C . Create the project charter and statement of work (SOW) to estimate the changes and the scope of the change.
- D . Create all of the stories needed to fulfill this change, document them in the backlog, and prioritize them according to business value.
Correct Answer: B
B
Explanation:
An agile team should create the epics at a high level for the requirements and begin grooming sessions as the next step after being assigned to a project that mandates the implementation of changes to key government products. This is because epics are large bodies of work that can be broken down into smaller and more manageable user stories. By creating the epics at a high level, the team can capture the overall scope and vision of the project and align it with the customer’s needs and expectations. The team can also start grooming sessions, which are meetings where the team reviews, refines, and prioritizes the backlog of user stories. Grooming sessions help the team to clarify the requirements, estimate the effort, identify the dependencies, and plan the sprints. By creating the epics and grooming the backlog, the team can ensure that they deliver value to the customer in an iterative and incremental manner.
The other options are not the best next steps for the agile team. Creating all of the stories just for the next sprint and skipping the epics until the next sprint would be too short-sighted and risky, as the team would not have a clear understanding of the big picture and the long-term goals of the project. Creating the project charter and statement of work (SOW) to estimate the changes and the scope of the change would be too rigid and formal, as the team would not be able to adapt to the changing requirements and feedback from the customer. Creating all of the stories needed to fulfill this change, documenting them in the backlog, and prioritizing them according to business value would be too time-consuming and overwhelming, as the team would have to deal with a large number of stories without a proper structure and hierarchy.
Reference: Project Management Professional (PMP)® Certification | PMI, Epics, Stories, Themes, and Initiatives | Atlassian, Epics |
Atlassian, Themes, Epics, Stories, and Tasks | Wrike Agile Guide, Understanding Epics in Agile for Managing and Chunking Work Items
B
Explanation:
An agile team should create the epics at a high level for the requirements and begin grooming sessions as the next step after being assigned to a project that mandates the implementation of changes to key government products. This is because epics are large bodies of work that can be broken down into smaller and more manageable user stories. By creating the epics at a high level, the team can capture the overall scope and vision of the project and align it with the customer’s needs and expectations. The team can also start grooming sessions, which are meetings where the team reviews, refines, and prioritizes the backlog of user stories. Grooming sessions help the team to clarify the requirements, estimate the effort, identify the dependencies, and plan the sprints. By creating the epics and grooming the backlog, the team can ensure that they deliver value to the customer in an iterative and incremental manner.
The other options are not the best next steps for the agile team. Creating all of the stories just for the next sprint and skipping the epics until the next sprint would be too short-sighted and risky, as the team would not have a clear understanding of the big picture and the long-term goals of the project. Creating the project charter and statement of work (SOW) to estimate the changes and the scope of the change would be too rigid and formal, as the team would not be able to adapt to the changing requirements and feedback from the customer. Creating all of the stories needed to fulfill this change, documenting them in the backlog, and prioritizing them according to business value would be too time-consuming and overwhelming, as the team would have to deal with a large number of stories without a proper structure and hierarchy.
Reference: Project Management Professional (PMP)® Certification | PMI, Epics, Stories, Themes, and Initiatives | Atlassian, Epics |
Atlassian, Themes, Epics, Stories, and Tasks | Wrike Agile Guide, Understanding Epics in Agile for Managing and Chunking Work Items
Question #180
A company’s leadership team has decided to invest in a new product using an agile approach. The commercial and product teams have started the planning activity for this new venture.
Which three key factors does the project manager need in order to deliver this product? (Choose 3)
- A . High-level product backlog
- B . Key performance indicators (KPls)
- C . Product vision
- D . Schedule performance indexes (SPIs)
- E . Product roadmap
Correct Answer: A C E
A C E
Explanation:
According to the PMBOK Guide, when using an agile approach, the project manager needs to have a clear understanding of the product vision, the product roadmap, and the product backlog1. The product vision is a brief statement that describes the desired outcome of the project and the value it will deliver to the customers and stakeholders2. The product roadmap is a high-level overview of the product features and deliverables, along with the planned timeline and milestones3. The product backlog is a prioritized list of the product requirements, user stories, and other work items that need to be completed by the project team. These three factors help the project manager to align the project objectives with the customer needs, plan and execute the project iteratively and incrementally, and deliver value early and often1. The other options are not relevant for an agile approach, as they are more suitable for a predictive or waterfall approach. Key performance indicators (KPIs) are metrics that measure the performance of the project against the project objectives. Schedule performance index (SPI) is a ratio of the earned value to the planned value, indicating how well the project is progressing according to the schedule. These factors are not essential for delivering a product using an agile approach, as they focus more on the adherence to the plan rather than the delivery of value.
Reference: 1: PMBOK Guide, 6th edition, page 18
2: PMBOK Guide, 6th edition, page 156
3: PMBOK Guide, 6th edition, page 157
: PMBOK Guide, 6th edition, page 158
: PMBOK Guide, 6th edition, page 33
: PMBOK Guide, 6th edition, page 267
A C E
Explanation:
According to the PMBOK Guide, when using an agile approach, the project manager needs to have a clear understanding of the product vision, the product roadmap, and the product backlog1. The product vision is a brief statement that describes the desired outcome of the project and the value it will deliver to the customers and stakeholders2. The product roadmap is a high-level overview of the product features and deliverables, along with the planned timeline and milestones3. The product backlog is a prioritized list of the product requirements, user stories, and other work items that need to be completed by the project team. These three factors help the project manager to align the project objectives with the customer needs, plan and execute the project iteratively and incrementally, and deliver value early and often1. The other options are not relevant for an agile approach, as they are more suitable for a predictive or waterfall approach. Key performance indicators (KPIs) are metrics that measure the performance of the project against the project objectives. Schedule performance index (SPI) is a ratio of the earned value to the planned value, indicating how well the project is progressing according to the schedule. These factors are not essential for delivering a product using an agile approach, as they focus more on the adherence to the plan rather than the delivery of value.
Reference: 1: PMBOK Guide, 6th edition, page 18
2: PMBOK Guide, 6th edition, page 156
3: PMBOK Guide, 6th edition, page 157
: PMBOK Guide, 6th edition, page 158
: PMBOK Guide, 6th edition, page 33
: PMBOK Guide, 6th edition, page 267