Practice Free PMP Exam Online Questions
Question #231
A typically high-performing team member has started to demonstrate a performance drop as well as some aggressive behaviors toward other team members in meetings.
The project manager has worked with this individual for many months on this project and has not seen this type of behavior before.
What should the project manager do?
- A . Discuss the project manager’s observations with the individual to determine why they are behaving this way.
- B . Discuss the individual’s behavior with the other team members to determine if they have noticed and know what is going on.
- C . Attend more team meetings to observe the team more closely to determine the root cause.
- D . Discuss their performance with the team member’s functional manager as well as human resources (HR) and discuss next steps.
Correct Answer: A
A
Explanation:
The initial step for a project manager noticing a change in a team member’s performance and behavior is to have a private discussion with the individual. This approach allows for an open and confidential dialogue where the team member can share any personal or professional issues that may be affecting their performance. It is important to address such matters sensitively and without making assumptions. The project manager should aim to understand the root cause of the behavior and performance drop, which could range from personal issues to work-related stress or misunderstandings within the team1.
Reference: The approach aligns with the PMBOK Guide’s emphasis on project managers being proactive in identifying and addressing team performance issues. It also reflects the principles of good leadership and management, where direct communication with team members is key to resolving conflicts and maintaining a healthy team dynamic1. Additionally, the Professional in Business Analysis materials advocate for addressing team conflicts through direct communication to understand the underlying issues and work towards a resolution2.
A
Explanation:
The initial step for a project manager noticing a change in a team member’s performance and behavior is to have a private discussion with the individual. This approach allows for an open and confidential dialogue where the team member can share any personal or professional issues that may be affecting their performance. It is important to address such matters sensitively and without making assumptions. The project manager should aim to understand the root cause of the behavior and performance drop, which could range from personal issues to work-related stress or misunderstandings within the team1.
Reference: The approach aligns with the PMBOK Guide’s emphasis on project managers being proactive in identifying and addressing team performance issues. It also reflects the principles of good leadership and management, where direct communication with team members is key to resolving conflicts and maintaining a healthy team dynamic1. Additionally, the Professional in Business Analysis materials advocate for addressing team conflicts through direct communication to understand the underlying issues and work towards a resolution2.
Question #232
An information technology (IT) team is responsible for the validation and release of a product developed by the agile development team Due to other priorities for the IT team the releases are delayed
What action should the project manager take?
- A . Escalate the issue from the IT team to management and get the validation prioritized
- B . Work with the IT team to prioritize the validation and release of the new features
- C . Deliver the features when the IT team is able to validate them
- D . Request the IT team to immediately release the product and then validate the features
Correct Answer: B
B
Explanation:
In project management, especially in an agile environment, collaboration and communication are key. When there is a delay in the validation and release of a product due to other priorities, the project manager should work with the IT team to prioritize the tasks. This approach promotes teamwork, ensures everyone is on the same page, and helps to address the issue in a constructive manner. Escalating the issue (option A) might not be the best initial approach as it could create unnecessary tension. Delivering the features without validation (option C and D) could lead to quality issues and is generally not a good practice.
Reference: PMBOK Guide, 6th Edition, Section 9.3.2.1: Team Charter
B
Explanation:
In project management, especially in an agile environment, collaboration and communication are key. When there is a delay in the validation and release of a product due to other priorities, the project manager should work with the IT team to prioritize the tasks. This approach promotes teamwork, ensures everyone is on the same page, and helps to address the issue in a constructive manner. Escalating the issue (option A) might not be the best initial approach as it could create unnecessary tension. Delivering the features without validation (option C and D) could lead to quality issues and is generally not a good practice.
Reference: PMBOK Guide, 6th Edition, Section 9.3.2.1: Team Charter
Question #233
During a project’s initiation phase a lessons learned sharing session was held with the team from another project Low construction productivity was discussed as a potential delay to project completion
What should the project manager do next?
- A . Discuss this issue with the project sponsor to request additional funding to implement mitigation
- B . Hire a construction management consultant to develop a comprehensive site execution plan
- C . Prequalify contractors with proven track records to eliminate productivity concerns
- D . Add construction productivity to the risk register and develop a mitigation strategy for site execution
Correct Answer: D
D
Explanation:
During the initiation phase of a project, the project manager and the team define the project idea, including project goals, scope, and resources1. If a potential risk, such as low construction productivity, is identified during a lessons learned sharing session, it should be added to the risk register1. The risk register is a document where all details of the identified risks are recorded. The project manager should then develop a mitigation strategy for site execution. This strategy could include various actions to address the risk, such as improving processes, providing additional training, or hiring additional resources. The goal is to reduce the impact of the risk on the project’s objectives.
Reference: Asana Resources | Project management, 4 Phases of the Project Management Lifecycle Explained | Coursera
D
Explanation:
During the initiation phase of a project, the project manager and the team define the project idea, including project goals, scope, and resources1. If a potential risk, such as low construction productivity, is identified during a lessons learned sharing session, it should be added to the risk register1. The risk register is a document where all details of the identified risks are recorded. The project manager should then develop a mitigation strategy for site execution. This strategy could include various actions to address the risk, such as improving processes, providing additional training, or hiring additional resources. The goal is to reduce the impact of the risk on the project’s objectives.
Reference: Asana Resources | Project management, 4 Phases of the Project Management Lifecycle Explained | Coursera
Question #234
During the third iteration of a project, the main sponsor retired from the company, and a new sponsor was appointed. The new sponsor is not familiar with the agile approach for project delivery, which leads them to request more control over the project team.
What should the project manager do?
- A . Schedule a meeting with the new sponsor in order to explain the agile approach and how teams are supposed to be self-organized.
- B . Schedule an emergency meeting with the project team so they fulfill every request that comes from the sponsor.
- C . Review the sponsor’s request with the project team during the next daily review meeting in order to provide the requested control.
- D . Review the sponsor’s request with the project team during the next iteration review meeting in order to obtain a team decision.
Correct Answer: A
A
Explanation:
The project manager should educate the new sponsor about the agile approach for project delivery, which is an iterative and adaptive way of working that focuses on delivering value to the customer and responding to change. The project manager should also explain how agile teams are self-organized, meaning that they have the autonomy and authority to plan, execute, and monitor their own work, without excessive control or interference from the sponsor or other stakeholders. The project manager should emphasize the benefits of self-organization, such as increased motivation, collaboration, innovation, and quality. The project manager should also clarify the role and responsibilities of the sponsor in agile projects, which include providing vision, funding, support, and feedback, but not micromanaging or dictating the work of the team. 123
Reference: 1: What is agile project management? – APM
2: What is Agile? – Project Management Institute
3: Role of Project Sponsor in Agile Project Management – PM Majik
A
Explanation:
The project manager should educate the new sponsor about the agile approach for project delivery, which is an iterative and adaptive way of working that focuses on delivering value to the customer and responding to change. The project manager should also explain how agile teams are self-organized, meaning that they have the autonomy and authority to plan, execute, and monitor their own work, without excessive control or interference from the sponsor or other stakeholders. The project manager should emphasize the benefits of self-organization, such as increased motivation, collaboration, innovation, and quality. The project manager should also clarify the role and responsibilities of the sponsor in agile projects, which include providing vision, funding, support, and feedback, but not micromanaging or dictating the work of the team. 123
Reference: 1: What is agile project management? – APM
2: What is Agile? – Project Management Institute
3: Role of Project Sponsor in Agile Project Management – PM Majik
Question #235
A project manager is working on an enterprise resource planning (ERP) initiative that contains stakeholders spanning numerous business lines. The project manager begins to identify, evaluate, and categorize the stakeholder relationships to the program.
What is the purpose of this process?
- A . Identify all stakeholders who can negatively affect the project.
- B . Incorporate the needs of all stakeholders into the communications management plan.
- C . Incorporate only primary stakeholders into the communications management plan.
- D . Identify all stakeholders who can positively affect the project.
Correct Answer: B
B
Explanation:
The purpose of identifying, evaluating, and categorizing stakeholder relationships in an ERP initiative is to ensure that the needs and expectations of all stakeholders are understood and addressed within the communications management plan. This process is crucial for the success of the project as it helps in developing a structured approach to stakeholder engagement, which is essential for gaining support and buy-in from various business lines involved in the program. By incorporating the needs of all stakeholders, the project manager can tailor communication strategies to manage expectations effectively and facilitate smoother project execution.
Reference: The importance of stakeholder engagement in an ERP project is highlighted in resources that discuss the roles and responsibilities of an ERP Project Manager1. The PMBOK Guide also emphasizes the need for effective communication management plans that consider all stakeholders2. Additionally, the Professional in Business Analysis materials advocate for the inclusion of stakeholder needs in communication plans to ensure project success3.
B
Explanation:
The purpose of identifying, evaluating, and categorizing stakeholder relationships in an ERP initiative is to ensure that the needs and expectations of all stakeholders are understood and addressed within the communications management plan. This process is crucial for the success of the project as it helps in developing a structured approach to stakeholder engagement, which is essential for gaining support and buy-in from various business lines involved in the program. By incorporating the needs of all stakeholders, the project manager can tailor communication strategies to manage expectations effectively and facilitate smoother project execution.
Reference: The importance of stakeholder engagement in an ERP project is highlighted in resources that discuss the roles and responsibilities of an ERP Project Manager1. The PMBOK Guide also emphasizes the need for effective communication management plans that consider all stakeholders2. Additionally, the Professional in Business Analysis materials advocate for the inclusion of stakeholder needs in communication plans to ensure project success3.
Question #236
The project team is planning a schedule with limited information. The team |s having issues identifying the detailed tasks and estimating task durations.
Which three techniques should the project manager use? (Choose three)
- A . Rolling wave planning and an adaptive approach
- B . Relative estimation to determine the task or deliverable sizes
- C . Iterations and reviews to continuously keep adapting the plan
- D . Bottom-up estimating based on a work breakdown structure (WBS)
- E . Gantt chart that includes milestones and deadlines https://www.projectmanager.com/blog/project-management/planning-techniques-for-projects
Correct Answer: A B C
A B C
When planning a schedule with limited information, the project manager can use several techniques to identify tasks and estimate their durations:
Rolling wave planning and an adaptive approach (A): Rolling wave planning is a form of progressive elaboration where the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level1. It is an iterative planning technique that allows you to plan for the future but focus on the immediate work2.
Relative estimation to determine the task or deliverable sizes (B): Relative estimation is a technique used to estimate the size, effort, duration, or cost of work items by comparing them to other work items2. It is particularly useful when there is limited information available.
Iterations and reviews to continuously keep adapting the plan ©: Iterative planning allows for adjustments and refinements as more information becomes available or circumstances change2. Regular reviews ensure that the plan remains relevant and effective.
Reference: 1, 2
https://www.projectmanager.com/blog/project-management/planning-techniques-for-projects
A B C
When planning a schedule with limited information, the project manager can use several techniques to identify tasks and estimate their durations:
Rolling wave planning and an adaptive approach (A): Rolling wave planning is a form of progressive elaboration where the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level1. It is an iterative planning technique that allows you to plan for the future but focus on the immediate work2.
Relative estimation to determine the task or deliverable sizes (B): Relative estimation is a technique used to estimate the size, effort, duration, or cost of work items by comparing them to other work items2. It is particularly useful when there is limited information available.
Iterations and reviews to continuously keep adapting the plan ©: Iterative planning allows for adjustments and refinements as more information becomes available or circumstances change2. Regular reviews ensure that the plan remains relevant and effective.
Reference: 1, 2
https://www.projectmanager.com/blog/project-management/planning-techniques-for-projects
Question #237
At the end of the last iteration, the customer rejects the deliverables since they did not meet the customer’s expectations.
What should the project manager have been done to prevent this situation?
- A . Involved the customer more in the planning process for the project, and ensured agreement on the proceedings.
- B . Included all relevant criteria in the agreed upon definition of done (DoD), and crafted a shared product vision.
- C . Provided the customer with the backlog and the specified user stories at the beginning of the iteration.
- D . Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included.
Correct Answer: B
B
Explanation:
According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)
B
Explanation:
According to the Agile Practice Guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete. The DoD helps to ensure that the quality standards and customer expectations are met, and that there is a consistent understanding of what done means among the team and the customer. Therefore, the project manager should have included all relevant criteria in the agreed upon DoD, and crafted a shared product vision that aligns with the customer’s needs and goals. This would have helped to prevent the customer from rejecting the deliverables at the end of the iteration. Involved the customer more in the planning process for the project, and ensured agreement on the proceedings may be a good practice, but it is not the best answer. The customer may still reject the deliverables if the planning process does not result in a clear and agreed upon DoD and product vision. Provided the customer with the backlog and the specified user stories at the beginning of the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the deliverables. The backlog and the user stories may change during the iteration, and they may not reflect the quality criteria and the customer expectations. Developed the DoD in close cooperation with all stakeholders to ensure their expectations were included may be a good practice, but it is not the best answer. The DoD should be developed with the customer, not with all stakeholders. Some stakeholders may have different or conflicting expectations than the customer, and they may not be the ones who accept or reject the deliverables.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of Done) and Section 3.2.3 (Product Vision)
Question #238
A project just kicked off and management’s expectation is to ensure that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers.
What should the project manager do?
- A . Increase the details of the work breakdown structure (WBS) to minimize errors and delays.
- B . Split the backlog into phases to ensure that the key features are delivered first
- C . Ask the sponsor to prioritize some functionalities of the product.
- D . Identify the minimum functionality required for the product
Correct Answer: D
D
Explanation:
A minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development12. An MVP is a common strategy in agile project management, where the project team delivers working functionality in short iterations or sprints, and continuously improves the product based on customer feedback and changing requirements34.
Identifying the minimum functionality required for the product can help the project manager meet the management’s expectation of delivering a product prototype that can be presented to potential customers in the first iteration. By focusing on the core features that provide the most value to the customers, the project manager can reduce the scope, cost, and time of the project, and increase the quality and satisfaction of the product5.
Identifying the minimum functionality required for the product also involves collaborating with the project sponsor, the marketing team, and the customers to understand their needs, pReference, and expectations. The project manager should use various techniques, such as interviews, surveys, focus groups, prototyping, and testing, to gather and validate the requirements and feedback of the stakeholders.
Identifying the minimum functionality required for the product is not the same as splitting the backlog into phases, increasing the details of the WBS, or asking the sponsor to prioritize some functionalities. These are all possible actions that the project manager can take after identifying the MVP, but they are not the first step in ensuring that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers.
Reference: 1:
What is a Minimum Viable Product (MVP)? 2: Minimum Viable Product (MVP) and Design – Balancing Risk to Gain Reward 3: Agile Project Management – Project Management Institute 4: What is Agile Project Management? | APM 5: The Benefits of Building a Minimum Viable Product (MVP):
[How to Build a Minimum Viable Product (MVP): A Step-by-Step Guide]: [Project Requirements Management – A Guide to Best Practices]: [How to Collect Customer Feedback for Your MVP]
D
Explanation:
A minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development12. An MVP is a common strategy in agile project management, where the project team delivers working functionality in short iterations or sprints, and continuously improves the product based on customer feedback and changing requirements34.
Identifying the minimum functionality required for the product can help the project manager meet the management’s expectation of delivering a product prototype that can be presented to potential customers in the first iteration. By focusing on the core features that provide the most value to the customers, the project manager can reduce the scope, cost, and time of the project, and increase the quality and satisfaction of the product5.
Identifying the minimum functionality required for the product also involves collaborating with the project sponsor, the marketing team, and the customers to understand their needs, pReference, and expectations. The project manager should use various techniques, such as interviews, surveys, focus groups, prototyping, and testing, to gather and validate the requirements and feedback of the stakeholders.
Identifying the minimum functionality required for the product is not the same as splitting the backlog into phases, increasing the details of the WBS, or asking the sponsor to prioritize some functionalities. These are all possible actions that the project manager can take after identifying the MVP, but they are not the first step in ensuring that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers.
Reference: 1:
What is a Minimum Viable Product (MVP)? 2: Minimum Viable Product (MVP) and Design – Balancing Risk to Gain Reward 3: Agile Project Management – Project Management Institute 4: What is Agile Project Management? | APM 5: The Benefits of Building a Minimum Viable Product (MVP):
[How to Build a Minimum Viable Product (MVP): A Step-by-Step Guide]: [Project Requirements Management – A Guide to Best Practices]: [How to Collect Customer Feedback for Your MVP]
Question #239
A project is on its fourth iteration out of six. During iteration planning, a team member informs the project manager that their computer is not working.
What should the project manager do next?
- A . Suggest that the team member contact the IT department.
- B . Facilitate a priority resolution of the issue with the IT department.
- C . Update the issue log and escalate the problem to the product owner.
- D . Ask the other team members to step in and do the work.
Correct Answer: B
B
Explanation:
In the context of project management, when a team member encounters an issue such as a non-working computer, it is essential for the project manager to take a proactive approach to resolve the issue promptly. This is to ensure that the project work is not delayed and the team member can continue contributing to the project. According to the PMBOK guide, the project manager should facilitate problem-solving and provide support to team members to address and resolve issues that can impact project progress1.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline – June 20192
Professional in Business Analysis Reference Materials3
B
Explanation:
In the context of project management, when a team member encounters an issue such as a non-working computer, it is essential for the project manager to take a proactive approach to resolve the issue promptly. This is to ensure that the project work is not delayed and the team member can continue contributing to the project. According to the PMBOK guide, the project manager should facilitate problem-solving and provide support to team members to address and resolve issues that can impact project progress1.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline – June 20192
Professional in Business Analysis Reference Materials3
Question #240
A company is going through structural changes. A couple of people will leave the company as their positions were made redundant. The team members are unhappy as they do not understand why the changes are being made when the project is on track.
What should the project manager do?
- A . Advise the team to continue their work as planned because the schedule cannot be changed.
- B . Organize a team meeting to discuss the changes and their importance for the company.
- C . Advise the team that the changes were decided by the CEO and must be implemented.
- D . Inform the project sponsor about the team’s unhappiness and ask for overtime pay.
Correct Answer: B
B
Explanation:
When a company is undergoing structural changes, it is crucial for the project manager to maintain open communication with the team. Organizing a team meeting to discuss the changes and their importance for the company is aligned with the best practices in change management and project management. This approach allows for transparency, provides a platform for addressing concerns, and helps in aligning the team with the company’s vision and strategy. It is essential to ensure that the team understands the reasons behind the changes and how these changes can potentially benefit the company and their own work in the long run.
Reference: The answer is verified based on the principles of change management and team communication as outlined in the Project Management Professional (PMP) and Professional in Business Analysis (PMI-PBA) reference materials. These materials emphasize the importance of stakeholder engagement and effective communication during times of change to ensure project success and team alignment.
B
Explanation:
When a company is undergoing structural changes, it is crucial for the project manager to maintain open communication with the team. Organizing a team meeting to discuss the changes and their importance for the company is aligned with the best practices in change management and project management. This approach allows for transparency, provides a platform for addressing concerns, and helps in aligning the team with the company’s vision and strategy. It is essential to ensure that the team understands the reasons behind the changes and how these changes can potentially benefit the company and their own work in the long run.
Reference: The answer is verified based on the principles of change management and team communication as outlined in the Project Management Professional (PMP) and Professional in Business Analysis (PMI-PBA) reference materials. These materials emphasize the importance of stakeholder engagement and effective communication during times of change to ensure project success and team alignment.