Practice Free PMP Exam Online Questions
A project steering committee meeting was arranged to approve a milestone of a project within two weeks. The project manager is informed that a new project executive will take over the project.
What should the project manager do first?
- A . Assess the risks with the team members.
- B . Submit a change request to the change control board (CCB).
- C . Evaluate the project impact and seek additional funding if necessary.
- D . Brief the new stakeholders on the current project status.
Midway through the execution of an agile project, there is a shift in the strategic objectives at the organization level to promote digital transformation.
What should the project manager do next?
- A . Prepare a user story to handle the change and assign it to the next iteration.
- B . Escalate to the product owner and cancel the upcoming iterations.
- C . Update the risk-prioritized backlog with the strategic change.
- D . Schedule a meeting with the team to assess the impact of the change.
D
Explanation:
In the context of an agile project, when there is a shift in strategic objectives, it is crucial for the project manager to engage with the team to understand the implications of the change. Scheduling a meeting with the team allows for a collaborative assessment of the impact, enabling the team to adapt their current work and future iterations to align with the new strategic direction. This approach is consistent with agile principles, which emphasize team collaboration, responsiveness to change, and maintaining alignment with organizational goals123.
: The answer is informed by resources on agile project management and the PMBOK® guide, which provide insights into managing strategic shifts in an agile project environment123.
A project manager’s project relies on services from a department that has a new leader. Since the new leader was appointed, the services from their department have been slow which threatens the project’s delivery deadline.
What should the project manager do?
- A . Add the issue to the issue log and communicate the issue in the next regular report to project stakeholders.
- B . Escalate the issue to the project sponsor notifying them of the slow services from the department.
- C . Send all service requests to the department earlier in the project to lessen the impact on the
delivery date. - D . Arrange a meeting with the leader to explain the project’s needs and understand the leader’s perspective.
D
Explanation:
Before escalating or logging an issue, the project manager should take a proactive leadership role and engage directly with the new leader. This conversation allows for alignment of expectations and identification of any process or communication issues that can be resolved collaboratively. This approach is consistent with stakeholder engagement best practices.
Option A postpones corrective action and risks further delays.
Option B escalates prematurely, which may harm collaboration.
Option C is a planning tactic, but not a resolution to the current delay.
Reference: PMBOK® Guide C Seventh Edition, Stakeholder Engagement and Team Performance Domains
PMBOK® Guide C Sixth Edition, Section 13.3: Manage Stakeholder Engagement
During the execution of a construction project, one of the neighboring businesses is complaining that the current building height does not agree with the initial project plans.
What should the project manager do first?
- A . Ask the neighbor to leave the site immediately because the site is on private property.
- B . Inform the neighbor that all of the project documentation has been approved.
- C . Inform the neighbor that the complaint will be escalated to the project sponsor.
- D . Ask the neighbor to submit a formal complaint about their concerns.
B
Explanation:
The first step for a project manager in this scenario is to inform the neighbor that all project documentation, including the initial project plans, has been approved. This action is in line with the best practices of project management, which emphasize transparency and communication with stakeholders. It is important to provide assurance that the project is proceeding according to the approved plans and specifications. If the neighbor’s concerns persist, the project manager can then consider escalating the issue or requesting a formal complaint, but the initial response should be informative and aim to clarify any misunderstandings.
: This response is based on the principles of stakeholder engagement and communication found in the PMBOK® Guide and the Professional in Business Analysis (PBA) reference materials, which highlight the importance of addressing stakeholder concerns promptly and transparently123.
A project team is using a vendor solution. The project team has been notified that the vendor solution will no longer be on the premises, but in the cloud. The cloud transition will require additional infrastructure resources and adherence to new security standards.
What should the project manager do first?
- A . Initiate a change request for covering additional security scope.
- B . Research alternative vendor solutions for on-premise security.
- C . Ask the sponsor to provide security training for the project team.
- D . Schedule a meeting with security to understand the standards.
During a requirements review session with a customer, a team member gets upset when questioned
by the customer and responds angrily.
What should the project manager do next?
- A . Discuss with the whole team the root cause of this issue
- B . Meet with the team member to reset expectations
- C . Provide the team member with space to manage their emotions
- D . Follow up with the whole team to find the best approach
B
Explanation:
The project manager should address the issue directly and promptly with the team member involved. One-on-one dialogue helps reset behavioral expectations and maintains professional conduct when dealing with customers. It also shows leadership and reinforces team norms.
Option A may be necessary later but may embarrass the individual if done publicly.
Option C may show empathy but avoids addressing the issue.
Option D is too broad and doesn’t directly resolve the immediate behavior.
Reference: PMBOK® Guide C Seventh Edition, Team Performance and Stakeholder Engagement Domains
PMI Code of Ethics and Professional Conduct (Responsibility and Respect)
An organization with a new project management office (PMO) team is now undergoing a restructuring. Additionally, there is a lack of communication from the PMO to the team members.
How should the project manager handle this situation?
- A . Meet the PMO team and explain the importance of communicating with the team members for project success.
- B . Request the PMO team share updates on the restructuring with the team members on an immediate basis.
- C . Set up a meeting with the PMO and project team to discuss and clarify questions related to restructuring.
- D . Inform the team that despite the new PMO and restructuring, the team will not change.
C
Explanation:
Transparent and collaborative communication is essential during organizational change. The most inclusive and effective approach is to bring together the PMO and project team in a joint meeting to clarify questions, ensure alignment, and minimize uncertainty.
The PMBOK® Guide C Seventh Edition emphasizes cross-functional collaboration and stakeholder engagement as essential project leadership responsibilities during restructuring and transitions.
Option A may be seen as confrontational or top-down.
Option B is reactive and directive without facilitation.
Option D makes assumptions that may not be accurate.
Reference: PMBOK® Guide C Seventh Edition, Governance, Stakeholder, and Team Domains
PMI Organizational Change Management Framework
A project being constructed in a remote rural area is nearing the end of construction. The project manager would like to share the good news with stakeholders.
How should the project manager communicate with the local community?
- A . Social media
- B . Email
- C . Meetings
- D . Newspapers
D
Explanation:
For a project in a remote rural area, especially one nearing completion, the most effective communication method with the local community would likely be through newspapers. This approach is suitable for reaching a broad audience in a locality where digital communication channels like social media or email may not be as accessible or frequently used. Newspapers are a traditional and reliable means of communication that can effectively convey important updates to all segments of the local population, including those who may not have access to or prefer not to use digital media.
: The PMBOK® Guide emphasizes the need to tailor communication methods to the stakeholders’ needs and the context of the project1. It suggests that the format of communication should depend on the type of stakeholder, and various ways should be tailored to each group1. This is supported by the Professional in Business Analysis (PBA) reference materials, which advocate for the analysis of stakeholder needs and the selection of an engagement approach that best suits stakeholders’ needs for effective communication and collaboration2.
A project team is not motivated and is producing the bare minimum. The team has no interest in keeping pace with the aggressive project schedule.
What should the project manager do first to get the team energized and performing efficiently?
- A . Seek to understand the sentiments of each team member and then work with them to address their concerns.
- B . Bring the team together on a phone call to explain the criticality of the project and the impact of schedule delays.
- C . Contact the functional manager to request a replacement for team members who are not able to meet the schedule.
- D . Begin holding daily meetings and ask each team member to share their status and demand that they remain on schedule.
A project manager is working on a software development project. Software development will be carried out through a partnership with a vendor based on a list of initial requirements not yet completely defined.
What type of contract and project approach should the project manager consider?
- A . Time and materials (T&M) with an agile approach
- B . Cost reimbursable contract with a predictive approach
- C . Fixed-price contract with a predictive approach
- D . Memorandum of understanding (MOU) with an agile approach
A
Explanation:
Since the requirements are not fully defined and the project involves a vendor partnership, an agile approach is suitable. Agile supports iterative development and welcomes evolving requirements. A Time and Materials (T&M) contract is commonly used in such cases where scope is uncertain. This type of contract allows flexibility in scope and payment based on actual work performed.
According to the Agile Practice Guide, “When scope cannot be clearly defined early in the project, time and materials or cost-reimbursable contracts may be more appropriate.” T&M contracts provide flexibility to accommodate changes, which aligns well with agile delivery.
Option B is incorrect because cost-reimbursable with predictive does not support flexibility in evolving requirements.
Option C (Fixed-price with predictive) assumes fixed scope, which is unsuitable for this scenario.
Option D (MOU) is not a formal contract and lacks enforceable terms.
Reference: Agile Practice Guide, Section 5.5.3: “Procurement and Agile Projects”
PMBOK® Guide C Seventh Edition, Tailoring Considerations for Contracting in Agile Environments