Practice Free PMP Exam Online Questions
Question #201
In a newly formed project team one experienced team member is overwhelmed by the complexity of the tasks and is not happy with the project team.
What should the project manager do?
- A . Ask the team member to enter this potential schedule delay in the risk register.
- B . Explain that the tasks are unavoidable and ask the team member to find a solution to overcome the challenges
- C . Actively listen to the team member and identify ways to support their needs in completing the tasks.
- D . Set up team-building activities with the project team members to reduce tension
Correct Answer: C
C
Explanation:
The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339
PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8
Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63
C
Explanation:
The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339
PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8
Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63
Question #202
A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6
months. This risk will have a significant impact
on the project outcomes.
What should the project manager do next?
- A . Determine the impact of the risk and prioritize outcomes that do not affect the tax module.
- B . Delay developing the indirect tax module until the tax regulation comes into effect.
- C . Assess the impact of the risk with an expert and prioritize further outcomes with the client.
- D . Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.
Correct Answer: C
C
Explanation:
The best course of action when a new risk is identified is to assess its impact with the help of an expert. This aligns with the PMP risk management principles, which emphasize the importance of understanding the nature of the risk, its potential impact on the project, and involving stakeholders in the decision-making process1. In this scenario, the project manager should work with an expert to evaluate the changes in tax regulation and how they might affect the project. After this assessment, the project manager should engage with the client to prioritize the project outcomes, ensuring that the client’s needs are met while also mitigating the risk.
Reference: (Project Management Academy’s “Risk Management Process for PMP®”)1.
C
Explanation:
The best course of action when a new risk is identified is to assess its impact with the help of an expert. This aligns with the PMP risk management principles, which emphasize the importance of understanding the nature of the risk, its potential impact on the project, and involving stakeholders in the decision-making process1. In this scenario, the project manager should work with an expert to evaluate the changes in tax regulation and how they might affect the project. After this assessment, the project manager should engage with the client to prioritize the project outcomes, ensuring that the client’s needs are met while also mitigating the risk.
Reference: (Project Management Academy’s “Risk Management Process for PMP®”)1.
Question #203
During a sprint planning meeting, a stakeholder is told that their requirement is in progress and on track for the final product to be ready in the next two sprints. The stakeholder is very satisfied with the timeline and gives their full support to the agile team. After the meeting, the project sponsor calls the project manager about a large requirement they want the team to work on right away as it has significant business value.
What should the project manager do?
- A . Call the stakeholder to tell them that the final product schedule must be extended due to this last minute, urgent request.
- B . Perform an impact analysis and share the overall schedule impact before deciding on a new priority.
- C . Reject the new requirement from the sponsor as this is going to impact the delivery of the stakeholder’s final product.
- D . Ask the product owner to prioritize the new request from the sponsor and ask the team to work on it immediately.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 6th edition, section 5.6.2, the project manager should perform an impact analysis when a change request is received, to assess the potential effects on the project scope, schedule, cost, quality, resources, risk, and other aspects.3
The project manager should also communicate the impact analysis to the relevant stakeholders, such as the project sponsor, the product owner, the customer, and the team, to facilitate the decision making process and obtain their agreement on the change.3
The project manager should not accept or reject the change request without performing an impact analysis, as this may lead to unrealistic expectations, missed deadlines, scope creep, or stakeholder dissatisfaction.3
The project manager should not ask the product owner to prioritize the new request without performing an impact analysis, as this may disrupt the agile team’s work and compromise the quality of the deliverables.4
The project manager should not call the stakeholder to tell them that the final product schedule must be extended without performing an impact analysis, as this may damage the trust and relationship with the stakeholder and cause them to lose confidence in the project.
The Reference for this answer are:
1: Discuss Exam PMP Topic 2 Question 499 Discussion | Actual4test 2: Free PMP Practice Exam
Questions – 120 Sample Test Questions 3: PMBOK Guide, 6th edition, Project Management Institute,
2017, pp. 149-152. 4: Agile Practice Guide, Project Management Institute, 2017, pp. 37-38.: [Managing Stakeholder Expectations for Project Success: A Knowledge Integration Framework and Value Focused Approach, Ori Schibi, 2013, pp. 97-98.](https://www.pmi.org/learning
B
Explanation:
According to the PMBOK Guide, 6th edition, section 5.6.2, the project manager should perform an impact analysis when a change request is received, to assess the potential effects on the project scope, schedule, cost, quality, resources, risk, and other aspects.3
The project manager should also communicate the impact analysis to the relevant stakeholders, such as the project sponsor, the product owner, the customer, and the team, to facilitate the decision making process and obtain their agreement on the change.3
The project manager should not accept or reject the change request without performing an impact analysis, as this may lead to unrealistic expectations, missed deadlines, scope creep, or stakeholder dissatisfaction.3
The project manager should not ask the product owner to prioritize the new request without performing an impact analysis, as this may disrupt the agile team’s work and compromise the quality of the deliverables.4
The project manager should not call the stakeholder to tell them that the final product schedule must be extended without performing an impact analysis, as this may damage the trust and relationship with the stakeholder and cause them to lose confidence in the project.
The Reference for this answer are:
1: Discuss Exam PMP Topic 2 Question 499 Discussion | Actual4test 2: Free PMP Practice Exam
Questions – 120 Sample Test Questions 3: PMBOK Guide, 6th edition, Project Management Institute,
2017, pp. 149-152. 4: Agile Practice Guide, Project Management Institute, 2017, pp. 37-38.: [Managing Stakeholder Expectations for Project Success: A Knowledge Integration Framework and Value Focused Approach, Ori Schibi, 2013, pp. 97-98.](https://www.pmi.org/learning
Question #204
A project manager is managing a technical project that requires intensive documentation as part of the key deliverables. Ina project review meeting, a key stakeholder reports that the latest documentation provided by the project manager includes a reference to unrelated products.
What should the project manager do?
- A . Ask the project management office (PMO) to support and review all deliverables.
- B . Log the issue in the risk register and the issue log.
- C . Assign a technical writer to the project.
- D . Develop a standard for document quality control.
Correct Answer: D
D
Explanation:
The presence of Reference to unrelated products in project documentation indicates a need for improved quality control measures. Developing a standard for document quality control is a proactive approach that aligns with PMI’s emphasis on quality management and the use of standardized processes to ensure project deliverables meet the required standards and are free from errors. This action will help prevent similar issues in the future by establishing clear guidelines and checks for documentation quality, which is a fundamental aspect of project management as per PMI standards12.
Reference: PMI’s PMBOK® Guide and global standards, which provide guidelines, rules, and characteristics for project, program, and portfolio management12.
PMI’s Professional in Business Analysis (PMI-PBA)® reference materials, which include quality management practices3.
D
Explanation:
The presence of Reference to unrelated products in project documentation indicates a need for improved quality control measures. Developing a standard for document quality control is a proactive approach that aligns with PMI’s emphasis on quality management and the use of standardized processes to ensure project deliverables meet the required standards and are free from errors. This action will help prevent similar issues in the future by establishing clear guidelines and checks for documentation quality, which is a fundamental aspect of project management as per PMI standards12.
Reference: PMI’s PMBOK® Guide and global standards, which provide guidelines, rules, and characteristics for project, program, and portfolio management12.
PMI’s Professional in Business Analysis (PMI-PBA)® reference materials, which include quality management practices3.
Question #205
A project manager is responsible for providing a budget estimate for a long-term project that will be executed over several years.
Which essential task should the project manager implement at this phase?
- A . Include key risks in the cost baseline.
- B . Perform an analogous estimate.
- C . Perform a bottom-up estimate.
- D . Include projected inflation rates.
Correct Answer: D
D
Explanation:
According to the PMBOK® Guide, the project manager should include projected inflation rates in the budget estimate for a long-term project that will be executed over several years. This is because inflation rates affect the purchasing power of the project funds and the cost of resources over time. By including projected inflation rates, the project manager can account for the changes in the value of money and the cost of goods and services, and adjust the budget accordingly. This is part of the Estimate Costs process, which involves developing an approximation of the monetary resources needed to complete the project activities.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Chapter 7, Section 7.2, Estimate Costs PMP Exam Prep, 10th edition, Rita Mulcahy, Page 223, Estimate Costs
D
Explanation:
According to the PMBOK® Guide, the project manager should include projected inflation rates in the budget estimate for a long-term project that will be executed over several years. This is because inflation rates affect the purchasing power of the project funds and the cost of resources over time. By including projected inflation rates, the project manager can account for the changes in the value of money and the cost of goods and services, and adjust the budget accordingly. This is part of the Estimate Costs process, which involves developing an approximation of the monetary resources needed to complete the project activities.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Chapter 7, Section 7.2, Estimate Costs PMP Exam Prep, 10th edition, Rita Mulcahy, Page 223, Estimate Costs
Question #206
In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technicians poor performance as the reason for the conflict.
How should the project manager resolve the problem?
- A . Talk to the supervisor to tone down their approach and attitude.
- B . Provide a just-in-time training to the technician to improve their skill set.
- C . Use a direct, collaborative approach with the technician and supervisor.
- D . Replace the technician with a high performing resource as time is critical
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, conflict management is the process of identifying and addressing differences that, if left unresolved, could affect project performance1. The project manager should use appropriate conflict resolution techniques to facilitate constructive interactions among stakeholders and foster a collaborative project environment2. One of the conflict resolution techniques is collaborating, which involves incorporating multiple viewpoints and insights from different perspectives, and leads to consensus and commitment3. In the given scenario, the project manager should use a direct, collaborative approach with the technician and supervisor to understand the root cause of the conflict, address their concerns, and find a mutually acceptable solution that does not compromise the project objectives. This approach would also help to improve the relationship and trust between the technician and supervisor, and enhance their performance and motivation.
Reference: 1: PMBOK Guide, 6th edition, p. 504
2: PMBOK Guide, 6th edition, p. 505
3: PMBOK Guide, 6th edition, p. 507
C
Explanation:
According to the PMBOK Guide, conflict management is the process of identifying and addressing differences that, if left unresolved, could affect project performance1. The project manager should use appropriate conflict resolution techniques to facilitate constructive interactions among stakeholders and foster a collaborative project environment2. One of the conflict resolution techniques is collaborating, which involves incorporating multiple viewpoints and insights from different perspectives, and leads to consensus and commitment3. In the given scenario, the project manager should use a direct, collaborative approach with the technician and supervisor to understand the root cause of the conflict, address their concerns, and find a mutually acceptable solution that does not compromise the project objectives. This approach would also help to improve the relationship and trust between the technician and supervisor, and enhance their performance and motivation.
Reference: 1: PMBOK Guide, 6th edition, p. 504
2: PMBOK Guide, 6th edition, p. 505
3: PMBOK Guide, 6th edition, p. 507
Question #207
After a project team has been working on a project for several months the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project.
How should the project manager handle this situation?
- A . Comply with the project sponsor’s request to not archive the project artifacts.
- B . Consult with the project management office (PMO) for guidance on project artifacts.
- C . Archive the project artifacts on the project manager’s local computer for future reference.
- D . Document the project sponsor’s instructions as the archived project artifacts.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, project artifacts are any documents or information that are produced or consumed by a project, such as plans, reports, contracts, deliverables, etc. Project artifacts should be archived at the end of the project or phase for future reference, lessons learned, audits, or legal purposes. The project management office (PMO) is a centralized entity that oversees the management of projects, programs, and portfolios, and provides guidance, standards, policies, and procedures for project management. The project manager should consult with the PMO for guidance on how to archive the project artifacts for the cancelled project, as the PMO may have specific requirements or best practices for this process. The project manager should not comply with the project sponsor’s request to not archive the project artifacts, as this may violate organizational policies, contractual obligations, or ethical principles. The project manager should not archive the project artifacts on his or her local computer, as this may compromise the security, accessibility, or quality of the information. The project manager should not document the project sponsor’s instructions as the archived project artifacts, as this may not capture the full scope, history, or outcome of the project.
Reference: PMBOK Guide, 6th edition, pages 33, 89, 123, 126, 129, 686 PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…
B
Explanation:
According to the PMBOK Guide, project artifacts are any documents or information that are produced or consumed by a project, such as plans, reports, contracts, deliverables, etc. Project artifacts should be archived at the end of the project or phase for future reference, lessons learned, audits, or legal purposes. The project management office (PMO) is a centralized entity that oversees the management of projects, programs, and portfolios, and provides guidance, standards, policies, and procedures for project management. The project manager should consult with the PMO for guidance on how to archive the project artifacts for the cancelled project, as the PMO may have specific requirements or best practices for this process. The project manager should not comply with the project sponsor’s request to not archive the project artifacts, as this may violate organizational policies, contractual obligations, or ethical principles. The project manager should not archive the project artifacts on his or her local computer, as this may compromise the security, accessibility, or quality of the information. The project manager should not document the project sponsor’s instructions as the archived project artifacts, as this may not capture the full scope, history, or outcome of the project.
Reference: PMBOK Guide, 6th edition, pages 33, 89, 123, 126, 129, 686 PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53…
Question #208
Within a project, senior management is requesting project information so they can analyze the data to make project decisions.
What information should the project manager provide so that senior management can get a broader view of the project?
- A . Risk register information
- B . Higher-level activities completed
- C . Milestones status report
- D . Resource breakdown structure (RBS)
Correct Answer: C
C
Explanation:
Providing a milestones status report to senior management offers a broad view of the project’s progress and critical points. This type of report includes information on significant events, deliverables, or achievements at certain points in time, which are essential for decision-making. It helps senior management understand the project’s current state, forecast future progress, and make informed decisions based on how the project aligns with strategic objectives.
Reference: PMBOK® Guide – Seventh Edition
The Standard for Project Management
The PMI Guide to Business Analysis
C
Explanation:
Providing a milestones status report to senior management offers a broad view of the project’s progress and critical points. This type of report includes information on significant events, deliverables, or achievements at certain points in time, which are essential for decision-making. It helps senior management understand the project’s current state, forecast future progress, and make informed decisions based on how the project aligns with strategic objectives.
Reference: PMBOK® Guide – Seventh Edition
The Standard for Project Management
The PMI Guide to Business Analysis
Question #208
Within a project, senior management is requesting project information so they can analyze the data to make project decisions.
What information should the project manager provide so that senior management can get a broader view of the project?
- A . Risk register information
- B . Higher-level activities completed
- C . Milestones status report
- D . Resource breakdown structure (RBS)
Correct Answer: C
C
Explanation:
Providing a milestones status report to senior management offers a broad view of the project’s progress and critical points. This type of report includes information on significant events, deliverables, or achievements at certain points in time, which are essential for decision-making. It helps senior management understand the project’s current state, forecast future progress, and make informed decisions based on how the project aligns with strategic objectives.
Reference: PMBOK® Guide – Seventh Edition
The Standard for Project Management
The PMI Guide to Business Analysis
C
Explanation:
Providing a milestones status report to senior management offers a broad view of the project’s progress and critical points. This type of report includes information on significant events, deliverables, or achievements at certain points in time, which are essential for decision-making. It helps senior management understand the project’s current state, forecast future progress, and make informed decisions based on how the project aligns with strategic objectives.
Reference: PMBOK® Guide – Seventh Edition
The Standard for Project Management
The PMI Guide to Business Analysis
Question #210
A state-of-the-art product was delivered at the end of a project life cycle. However, the customer claims the product was not designed to specifications.
What should the project manager have done to avoid this issue?
- A . The customer’s requirements should have been captured in order to meet the customer’s standards.
- B . The iteration review planning meeting should have been planned accordingly.
- C . The sprint retrospective meeting should have included necessary stakeholders.
- D . The customer’s requirements should have been captured and modified to meet the supplier’s standards.
Correct Answer: A
A
Explanation:
To avoid the issue of a product not being designed to specifications, it is essential for the project manager to ensure that the customer’s requirements are accurately captured and understood. This involves engaging with the customer to elicit detailed requirements, which then guide the design and development of the product. The PMI’s standards on requirements management highlight the importance of a thorough needs assessment, elicitation, and analysis of requirements to ensure that the final product aligns with the customer’s expectations1. Additionally, the PMI-PBA emphasizes the role of the business analyst in working with stakeholders to define and shape project outputs to drive intended business outcomes2.
Reference: The answer is supported by the principles outlined in the PMI’s “Requirements Management: A Practice Guide” and the PMI Professional in Business Analysis (PMI-PBA) certification resources, which stress the significance of capturing customer requirements to deliver products that meet customer standards12.
A
Explanation:
To avoid the issue of a product not being designed to specifications, it is essential for the project manager to ensure that the customer’s requirements are accurately captured and understood. This involves engaging with the customer to elicit detailed requirements, which then guide the design and development of the product. The PMI’s standards on requirements management highlight the importance of a thorough needs assessment, elicitation, and analysis of requirements to ensure that the final product aligns with the customer’s expectations1. Additionally, the PMI-PBA emphasizes the role of the business analyst in working with stakeholders to define and shape project outputs to drive intended business outcomes2.
Reference: The answer is supported by the principles outlined in the PMI’s “Requirements Management: A Practice Guide” and the PMI Professional in Business Analysis (PMI-PBA) certification resources, which stress the significance of capturing customer requirements to deliver products that meet customer standards12.