Practice Free PMP Exam Online Questions
Question #191
An organization has recently decided to switch from a predictive to an agile delivery approach. The one ongoing project will still be led by a project manager. The agile teams for that project have not produced any documentation.
What should the project manager of the ongoing project do?
- A . Submit new user stories to the product owner in order to put documentation in the product backlog.
- B . Introduce a document management tool to support the agile teams in preparing the documentation.
- C . Check with the agile teams to see if the project manager’s understanding of the Agile Manifesto is correct.
- D . Add an additional team member to take up the role of scribe for the required documentation.
Correct Answer: C
C
Explanation:
The project manager should check with the agile teams to see if their understanding of the Agile Manifesto is correct because the Agile Manifesto values working software over comprehensive documentation. This means that agile teams should produce only the essential documentation that adds value to the project and the customer, and avoid unnecessary or excessive documentation that may slow down the delivery process or become outdated. The project manager should respect the agile teams’ autonomy and self-organization, and not impose any documentation requirements that are not aligned with the agile principles and practices. The project manager should also collaborate with the agile teams to understand their documentation needs and pReference, and support them in creating and maintaining the appropriate documentation for the project.
Reference: PMBOK® Guide, 6th edition, page 25, section 1.2.4
PMI-PBA Guide, 1st edition, page 14, section 1.3.3
[Agile Manifesto]
PMP Questions page 494, question 494
Free PMP Practice Exam Questions, question 2
PMP Project Management Professional Exam Study Guide, page 494, section 9.1
C
Explanation:
The project manager should check with the agile teams to see if their understanding of the Agile Manifesto is correct because the Agile Manifesto values working software over comprehensive documentation. This means that agile teams should produce only the essential documentation that adds value to the project and the customer, and avoid unnecessary or excessive documentation that may slow down the delivery process or become outdated. The project manager should respect the agile teams’ autonomy and self-organization, and not impose any documentation requirements that are not aligned with the agile principles and practices. The project manager should also collaborate with the agile teams to understand their documentation needs and pReference, and support them in creating and maintaining the appropriate documentation for the project.
Reference: PMBOK® Guide, 6th edition, page 25, section 1.2.4
PMI-PBA Guide, 1st edition, page 14, section 1.3.3
[Agile Manifesto]
PMP Questions page 494, question 494
Free PMP Practice Exam Questions, question 2
PMP Project Management Professional Exam Study Guide, page 494, section 9.1
Question #192
While a project manager is trying to build the first baseline for a project, a change request is being sent from one of the functional managers.
What should the project manager do?
- A . Discuss this with the functional manager and related parties.
- B . Reject the functional manager’s change request immediately.
- C . Analyze the impact of the change request on the project.
- D . Apply for a formal change control board (CCB) approval.
Correct Answer: C
C
Explanation:
When a change request is received, it is essential for the project manager to conduct an impact analysis to understand how the proposed change will affect the project’s scope, schedule, cost, and quality. This analysis is a critical step before moving forward with any decisions regarding the change request. It allows the project manager to make an informed decision and to discuss the change with all relevant stakeholders, including the functional manager who submitted the request.
Reference: The process for managing change requests is outlined in the PMBOK® Guide, which includes the steps of identifying, analyzing, and documenting the change request before presenting it to the Change Control Board (CCB) for approval1. The Professional in Business Analysis Reference Materials also emphasize the importance of impact analysis as part of the change management process234.
C
Explanation:
When a change request is received, it is essential for the project manager to conduct an impact analysis to understand how the proposed change will affect the project’s scope, schedule, cost, and quality. This analysis is a critical step before moving forward with any decisions regarding the change request. It allows the project manager to make an informed decision and to discuss the change with all relevant stakeholders, including the functional manager who submitted the request.
Reference: The process for managing change requests is outlined in the PMBOK® Guide, which includes the steps of identifying, analyzing, and documenting the change request before presenting it to the Change Control Board (CCB) for approval1. The Professional in Business Analysis Reference Materials also emphasize the importance of impact analysis as part of the change management process234.
Question #193
A project team is experiencing conflict between two team members. Team member A feels that team member B is always talking over team member. A and does not listen to any advice Team member B is not willing to listen to feedback
What should the project manager do to resolve the issue?
- A . Move one of the team members to a different protect team
- B . Review the ground rules for collaboration within the team
- C . Report the performance issue to both of the team members’ supervisors
- D . Modify the communications management plan and resend it to the team
Correct Answer: B
B
Explanation:
The conflict described is a communication issue within the team. According to the PMBOK Guide, one of the key roles of a project manager is to manage team dynamics and resolve conflicts. In this case, reviewing the ground rules for collaboration within the team can help remind team members of the expected behaviors and communication norms, which can help resolve the issue. Moving a team member to a different team (Option A) may not solve the underlying issue, reporting to supervisors (Option C) may escalate the situation unnecessarily, and modifying the communications management plan (Option D) may not directly address the interpersonal conflict.
Reference: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 9.5.2.1: Conflict Management
B
Explanation:
The conflict described is a communication issue within the team. According to the PMBOK Guide, one of the key roles of a project manager is to manage team dynamics and resolve conflicts. In this case, reviewing the ground rules for collaboration within the team can help remind team members of the expected behaviors and communication norms, which can help resolve the issue. Moving a team member to a different team (Option A) may not solve the underlying issue, reporting to supervisors (Option C) may escalate the situation unnecessarily, and modifying the communications management plan (Option D) may not directly address the interpersonal conflict.
Reference: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 9.5.2.1: Conflict Management
Question #194
A sales learn working on an IT deployment project approached the project manager on several occasions and complained about nonpayment of their overtime pay. The project manager realized that other team members are receiving their overtime pay.
What should the project manager do next?
- A . Have a discussion with the sales team to find a solution to the issue
- B . Validate the reason and add it as an issue in the issue log
- C . Direct the sales team to speak with accounting to resolve the issue
- D . Escalate the issue to the functional manager
Correct Answer: B
B
Explanation:
The project manager should first validate the reason for the nonpayment of overtime pay. If the complaint is valid, the project manager should add it as an issue in the issue log. The issue log is a project document where all the issues are recorded and tracked. It is used to document and monitor the status of all issues until they are resolved.
Reference: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.
B
Explanation:
The project manager should first validate the reason for the nonpayment of overtime pay. If the complaint is valid, the project manager should add it as an issue in the issue log. The issue log is a project document where all the issues are recorded and tracked. It is used to document and monitor the status of all issues until they are resolved.
Reference: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.
Question #195
During a kick-off meeting at the start of project execution, the vendor presents a migration plan to client stakeholders. The director of the business unit that owns the solution being migrated demands the ability to make the final go/no-go decision about whether the systems go live.
What should the project manager do?
- A . Schedule a meeting with the director to provide proof of expertise so the client stakeholders will trust the project team’s decision.
- B . Schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request to provide a decision.
- C . Confirm with the director that the client stakeholders will be made accountable for the decision in the responsibility assignment matrix (RAM).
- D . Ask the client to initiate a change request to make the director accountable for the decision.
Correct Answer: B
B
Explanation:
When a director demands the ability to make the final go/no-go decision about whether the systems go live, the project manager should schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request. The project sponsor is typically a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project. This meeting would help clarify roles and responsibilities, and ensure that the decision-making process aligns with the project’s governance structure.
Reference:
https://www.coursera.org/articles/project-management-lifecycle
https://www.projectmanager.com/blog/project-director-role
B
Explanation:
When a director demands the ability to make the final go/no-go decision about whether the systems go live, the project manager should schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request. The project sponsor is typically a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project. This meeting would help clarify roles and responsibilities, and ensure that the decision-making process aligns with the project’s governance structure.
Reference:
https://www.coursera.org/articles/project-management-lifecycle
https://www.projectmanager.com/blog/project-director-role
Question #196
A specialized team member has just received news that they must leave the office for several weeks They have approximately two workdays until they will leave and then they will become unavailable through any communication channels. There is a key deadline approaching.
What should the agile project manager do?
- A . Ask the team member to complete as much as they can now.
- B . Ask the team member to work with their peers to knowledge share
- C . Ask the team member to identify their specialist tasks
- D . Ask the team member to host a special team meeting.
Correct Answer: B
B
Explanation:
According to the Agile Practice Guide, one of the principles of agile project management is to “build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” (Section 2.1). This implies that the agile project manager should foster a collaborative and self-organizing team culture, where team members share their knowledge and skills with each other, and are able to adapt to changing situations. By asking the team member to work with their peers to knowledge share, the agile project manager can ensure that the team has the necessary information and expertise to continue working on the project, even when the specialized team member is unavailable. This is also consistent with the PMBOK® Guide, which states that “the project manager should facilitate knowledge sharing among the project team and other stakeholders” (Section 4.4.3.3).
Reference: Agile Practice Guide, Section 2.1
PMBOK® Guide, 6th Edition, Section 4.4.3.3
B
Explanation:
According to the Agile Practice Guide, one of the principles of agile project management is to “build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” (Section 2.1). This implies that the agile project manager should foster a collaborative and self-organizing team culture, where team members share their knowledge and skills with each other, and are able to adapt to changing situations. By asking the team member to work with their peers to knowledge share, the agile project manager can ensure that the team has the necessary information and expertise to continue working on the project, even when the specialized team member is unavailable. This is also consistent with the PMBOK® Guide, which states that “the project manager should facilitate knowledge sharing among the project team and other stakeholders” (Section 4.4.3.3).
Reference: Agile Practice Guide, Section 2.1
PMBOK® Guide, 6th Edition, Section 4.4.3.3
Question #197
Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained.
How should the project manager communicate with the customer to help assure them that the project has produced quality products?
- A . Show the customer the tolerance and control limits.
- B . Show the customer sample results from the current batch.
- C . Show the customer a sample history of quality.
- D . Show the customer the quality control measurements.
Correct Answer: D
D
Explanation:
In situations where there is a dispute regarding the quality of project deliverables, it is essential to provide evidence that demonstrates adherence to quality standards. Showing the customer the quality control measurements is an effective way to communicate that the project outputs have been produced according to the agreed-upon quality requirements. This approach is supported by the PMI’s distinction between quality assurance and quality control. Quality control involves the technical processes that examine, analyze, and report the project’s progress and conformance with performance requirements. By sharing the quality control measurements, the project manager can provide objective evidence that the project deliverables meet the necessary quality standards1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge” (PMBOK® Guide)2.
Project Management Academy’s resources on the difference between Quality Assurance and Quality Control for the PMP® Exam1.
LinkedIn articles on communicating with customers about Quality Management345.
D
Explanation:
In situations where there is a dispute regarding the quality of project deliverables, it is essential to provide evidence that demonstrates adherence to quality standards. Showing the customer the quality control measurements is an effective way to communicate that the project outputs have been produced according to the agreed-upon quality requirements. This approach is supported by the PMI’s distinction between quality assurance and quality control. Quality control involves the technical processes that examine, analyze, and report the project’s progress and conformance with performance requirements. By sharing the quality control measurements, the project manager can provide objective evidence that the project deliverables meet the necessary quality standards1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge” (PMBOK® Guide)2.
Project Management Academy’s resources on the difference between Quality Assurance and Quality Control for the PMP® Exam1.
LinkedIn articles on communicating with customers about Quality Management345.
Question #198
A town wants to build a community center and has appointed a project manager. A site was found, and all of the necessary approvals and governance were completed. When the project kick-off was held, it was discovered that a local farmers’ group was not consulted, and they use the site for a monthly market.
What should the project manager do to move forward with the project?
- A . Continue building the center as the farmers’ group does not need to be consulted.
- B . Document a risk related to the impact that the farmers’ group could bring to the project.
- C . Request that the project sponsor discuss compensation with the farmers’ group for the lost business.
- D . Discuss the project objectives with all stakeholders, including the farmers’ group, and review their requirements.
Correct Answer: D
D
Explanation:
In this scenario, the project manager should engage with all stakeholders, including the farmers’ group, to discuss the project objectives and review their requirements. This is in line with the best practices of stakeholder engagement and management, which are critical for the success of any project. By involving the farmers’ group, the project manager can understand their needs and concerns, and work towards a solution that accommodates all parties involved. This approach not only helps in mitigating risks but also ensures that the project delivers value to all stakeholders.
Reference: The importance of stakeholder engagement is highlighted in PMI’s resources on project management and business analysis. Engaging stakeholders for project success is a key aspect of the PMI’s guidance on project management1. Additionally, the role of business analysts in gathering stakeholder requirements and ensuring that projects deliver the expected business benefit is emphasized in PMI’s Professional in Business Analysis materials2.
D
Explanation:
In this scenario, the project manager should engage with all stakeholders, including the farmers’ group, to discuss the project objectives and review their requirements. This is in line with the best practices of stakeholder engagement and management, which are critical for the success of any project. By involving the farmers’ group, the project manager can understand their needs and concerns, and work towards a solution that accommodates all parties involved. This approach not only helps in mitigating risks but also ensures that the project delivers value to all stakeholders.
Reference: The importance of stakeholder engagement is highlighted in PMI’s resources on project management and business analysis. Engaging stakeholders for project success is a key aspect of the PMI’s guidance on project management1. Additionally, the role of business analysts in gathering stakeholder requirements and ensuring that projects deliver the expected business benefit is emphasized in PMI’s Professional in Business Analysis materials2.
Question #199
In the beginning of project execution, the project manager finds out that a key resource will be unavailable for two weeks which could cause a delay to the schedule.
What should the project manager do first?
- A . Assign the tasks to another resource, and ask the resource to work double shifts
- B . Update the schedule to reflect the project’s changes in duration
- C . Ask human resources (HR) for a replacement, and update the nsk register
- D . Update the resource management plan and resource allocation chart accordingly
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager should update the resource management plan and resource allocation chart to reflect any changes in the availability and assignment of resources. The resource management plan describes how the project resources will be acquired, allocated, managed, and released. The resource allocation chart shows the planned and actual allocation of resources over time. By updating these documents, the project manager can communicate the impact of the resource unavailability to the project team and stakeholders, and plan for alternative solutions to mitigate the schedule risk.
Reference: PMBOK Guide, 6th edition, page 318-319, section 9.1.3.1 Resource Management Plan; page 321, section 9.2.3.1 Resource Allocation Chart.
D
Explanation:
According to the PMBOK Guide, the project manager should update the resource management plan and resource allocation chart to reflect any changes in the availability and assignment of resources. The resource management plan describes how the project resources will be acquired, allocated, managed, and released. The resource allocation chart shows the planned and actual allocation of resources over time. By updating these documents, the project manager can communicate the impact of the resource unavailability to the project team and stakeholders, and plan for alternative solutions to mitigate the schedule risk.
Reference: PMBOK Guide, 6th edition, page 318-319, section 9.1.3.1 Resource Management Plan; page 321, section 9.2.3.1 Resource Allocation Chart.
Question #200
A new project manager is planning an information security project for a company that resides in different countries.
What is the first step the project manager should take to gather customer requirements?
- A . Conduct a stakeholder analysis to identify how regional policies may influence needs
- B . Request relevant stakeholders to conduct an analysis and reach consensus independently
- C . Conduct a project scope review workshop with relevant stakeholders.
- D . Conduct project planning meetings in one location with relevant stakeholders
Correct Answer: A
A
Explanation:
The first step the project manager should take to gather customer requirements for an information security project is to conduct a stakeholder analysis. A stakeholder analysis is a technique that helps identify the key stakeholders, their needs, expectations, interests, and influence on the project. By conducting a stakeholder analysis, the project manager can understand how regional policies may affect the customer requirements, such as legal, regulatory, cultural, or ethical factors. A stakeholder analysis can also help the project manager prioritize the requirements and plan the communication and engagement strategies with the stakeholders.
Reference: PMBOK® Guide, Sixth Edition, pages 513-515; A 6-step guide to requirements gathering for project success, Step 1: Assign roles.
A
Explanation:
The first step the project manager should take to gather customer requirements for an information security project is to conduct a stakeholder analysis. A stakeholder analysis is a technique that helps identify the key stakeholders, their needs, expectations, interests, and influence on the project. By conducting a stakeholder analysis, the project manager can understand how regional policies may affect the customer requirements, such as legal, regulatory, cultural, or ethical factors. A stakeholder analysis can also help the project manager prioritize the requirements and plan the communication and engagement strategies with the stakeholders.
Reference: PMBOK® Guide, Sixth Edition, pages 513-515; A 6-step guide to requirements gathering for project success, Step 1: Assign roles.