Practice Free PMP Exam Online Questions
A team is ready to start working on a project with a customer who was very difficult to work with in the past because the customer was unable to describe exactly what they wanted.
What approach should the project manager take to remove this impediment?
- A . Follow a predictive approach in order to obtain formal acceptance of each deliverable
- B . Work with the product owner to define the minimum viable product(s)
- C . Reinforce the negotiation and soft skills of the team through training
- D . Develop and monitor a plan with due dates to reduce the time of completing the product
B
Explanation:
According to the PMBOK® Guide 7th Edition, one of the principles of project management is to “focus on value”. This means that the project manager should deliver products, services, or results that meet the needs and expectations of the customer and other stakeholders. One of the ways to achieve this is to use an adaptive or agile approach, which allows for frequent feedback and collaboration with the customer. Working with the product owner to define the minimum viable product(s) (MVPs) is an example of an agile technique that helps to deliver value early and often, and to validate the customer’s requirements. MVPs are versions of the product that have enough features to satisfy the customer’s needs and provide feedback for future development. Therefore, this option is the best approach to remove the impediment of the customer’s unclear requirements. The other options are not as effective because they do not address the root cause of the problem, which is the lack of customer involvement and validation. Following a predictive approach may lead to delivering a product that does not meet the customer’s needs or expectations, and may result in rework or waste. Reinforcing the negotiation and soft skills of the team may help to improve the communication and relationship with the customer, but it does not ensure that the product will deliver value. Developing and monitoring a plan with due dates may help to manage the schedule, but it does not guarantee that the product will satisfy the customer’s requirements.
Reference: PMBOK® Guide 7th Edition, PMI, 2021, p. 9: Agile Practice Guide, PMI, 2017, pp. 25-26
A company’s key product is evolving and requires the use of a new technology. No one on the team is familiar with this technology; however, experienced developers on the team volunteered to study the concepts and application and believe they will be able to take full responsibility for the new technology.
What should the project manager do?
- A . Descope this requirement as the developers have more important tasks.
- B . Support the developers with their intention to learn the new technology.
- C . Hire externally since the internal developers already have assigned work.
- D . Outsource the technology work to a third party so as not to delay work.
B
Explanation:
According to the principles of project integration management, it is essential to coordinate all elements of a project, including tasks, resources, and stakeholder expectations. When facing new technologies, supporting the team’s initiative to learn and adapt is aligned with fostering an environment of continuous improvement and skill development. This approach not only leverages existing resources but also builds team capability and ownership, which are critical for the long-term success of the project1.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK 6), which emphasizes the importance of integrating various processes and activities within the project management process groups2. Additionally, adapting to new technologies is a significant aspect of project management professional skills as outlined in the PMP certification resources1.
A project manager is leading a project that has been in execution for 1 year. An experienced team member is performing well, but often disagrees with the project manager and refuses to implement their decisions. Part of the team supports the team member’s defiance, while the other team members do not.
What should the project manager do?
- A . Conduct a performance review and define and document the goals for the team member.
- B . Clarify decisions and request that the project team follows the project manager’s decisions.
- C . Understand what the team member wants and find possible opportunities to address it.
- D . Remove existing ground rules and create new ground rules that support the project manager.
C
Explanation:
When faced with a situation where a team member often disagrees with the project manager and refuses to implement decisions, it is crucial for the project manager to engage in conflict resolution by understanding the team member’s perspective. This involves identifying the root causes of the disagreement and working collaboratively to find a solution that aligns with the project’s goals while addressing the team member’s concerns. This approach not only resolves the current conflict but also strengthens team cohesion and prevents future disagreements.
Reference: PMBOK® Guide C Seventh Edition1.
PMI Professional in Business Analysis (PMI-PBA)® Reference Materials2.
DRAG DROP
An experienced project manager is overseeing a merger and acquisition project. The project manager reacted differently to different threats identified on the project
Drag the mitigation strategy on the left to the project manager’s actions on the right
In an agile project, the project owner has repeatedly called for ad hoc meetings with team members.
What should the project manager do?
- A . Ask the team to focus only on the goal, not on ad hoc meetings.
- B . Coach the project owner about the implications of unplanned meetings.
- C . Discuss the issue with the project owner at the retrospective meeting.
- D . Escalate the situation to management because it is affecting the team.
B
Explanation:
In an agile project, it’s important to manage ad hoc requests and meetings effectively1. When the project owner repeatedly calls for ad hoc meetings, it can disrupt the team’s workflow and productivity2. Therefore, the project manager should coach the project owner about the implications of unplanned meetings1. This includes explaining how these meetings can affect the team’s focus, productivity, and the overall project timeline1. The project manager can also suggest alternative ways to communicate or schedule these meetings in a way that minimizes disruption to the team34.
Reference: https://www.projectmanager.com/blog/project-meetings-for-your-team https://www.range.co/blog/ad-hoc-meetings
A project manager is leading a council’s project that aims to ensure full compliance with health, ecological, and environmental standards.
At the same time, the project’s goal is to remain fully adherent to the council’s values, policies, and procedures.
How should the project manager ensure project success?
- A . Enforce the project manager’s authority over the contracting partner delivering to the council. by
- B . Engage a third-party consulting firm to oversee the project’s implementation.
- C . Develop the necessary implementation plan and ask the partners to adjust their plans to meet the project manager’s objectives.
- D . Meet with the stakeholders regularly to share project objectives and mutually agree on common goals and plans.
D
Explanation:
According to the PMBOK Guide, one of the key project management processes is stakeholder engagement1, which involves identifying, analyzing, planning, managing, and monitoring the stakeholders’ expectations and involvement throughout the project life cycle2. The project manager should use effective communication and collaboration techniques to ensure that the stakeholders are aligned with the project vision, objectives, scope, and deliverables3. This will help to build trust, resolve conflicts, and enhance stakeholder satisfaction. Meeting with the stakeholders regularly is an example of such a technique, as it allows the project manager to share project information, solicit feedback, address issues, and agree on common goals and plans. This is especially important for a project that involves multiple partners and has to comply with various standards and policies.
The other options are not the best ways to ensure project success, because they do not involve stakeholder engagement or collaboration.
Option A is too authoritarian and may create resistance or resentment from the contracting partner.
Option B is too passive and may result in loss of control or accountability for the project.
Option C is too unilateral and may ignore or conflict with the partners’ needs and expectations.
Reference: 1: PMBOK Guide, 6th Edition, page 513
2: PMBOK Guide, 6th Edition, page 515
3: PMBOK Guide, 6th Edition, page 518
: PMBOK Guide, 6th Edition, page 520
: PMBOK Guide, 6th Edition, page 524
DRAG DROP
A junior project manager with experience in predictive projects has joined a company that uses hybrid approaches for project delivery. A senior project manager with experience in hybrid approaches is assigned to be a coach. Match the activity descriptions on the left to the correct tools on the right.
An agile project is in the seventh iteration with multiple changes being accommodated from the project start due such as regulatory changes technological innovations market competition and other changes.
What should the project manager do to manage these continuous changes coming into the project?
- A . Ask the product owner to stop accommodating further changes to the scope
- B . Leverage the product owner to monitor the external environment
- C . Accommodate the critical and urgent changes in the current iteration
- D . Suggest to the product owner to execute the changes in a separate project
C
Explanation:
Agile project management is designed to handle continuous changes. The agile approach allows for flexibility and adaptability, making it well-suited to projects where the environment is dynamic and changes are frequent2. In an agile project, changes are not seen as disruptions but as opportunities for improvement1. Therefore, the project manager should accommodate critical and urgent changes in the current iteration. This approach allows the team to respond to changes in a timely manner and ensures that the product or service being developed remains relevant and valuable1.
Reference: Agile Change Management: Overview, Principles, Best Practices, 10 Steps to Introduce Change Management into Agile Projects
An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.
What should the project manager have done to prevent this from happening?
- A . Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.
- B . Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.
- C . Ensured the stakeholder who was providing additional funds remained interested in the project.
- D . Ensured the project team monitored and reviewed the project risk register periodically.
B
Explanation:
The project manager should have ensured that the risk associated with funding was adequately assessed and mitigated. This involves identifying potential financial risks early in the project, analyzing their impact, and developing a risk mitigation plan. This plan should include strategies to secure funding and contingency plans in case of delays in funding acquisition. By doing so, the project manager could have taken proactive steps to prevent work suspension due to funding issues.
Reference: The information aligns with the principles outlined in the PMBOK Guide, which emphasizes the importance of risk management processes in project management, including the identification, analysis, prioritization, and mitigation of risks1. Additionally, the Professional in Business Analysis (PMI-PBA) materials highlight the significance of risk mitigation in ensuring project success2.
A project manager sent the first communication about the project management plan to the team.
The next day. two field engineers were asking about their roles and the project schedule.
What should the project manager have done*?
- A . Confirmed that the communication was understood and solicited feedback from the team
- B . Sent the roles and responsibilities matrix along with the project management plan
- C . Discussed the roles with the managers to help explain them to their team members
- D . Briefed each team member on their roles before sending the project management plan
A
Explanation:
When a project manager communicates the project management plan to the team, it’s crucial to ensure that the communication is understood and to solicit feedback from the team12. This involves checking in regularly, listening actively, and inviting communication through multiple channels3. By confirming understanding and soliciting feedback, the project manager can identify and address any confusion or misunderstandings early on, ensuring that all team members are clear about their roles and the project schedule12. This approach helps to foster effective communication, enhance team collaboration, and contribute to the success of the project12.
Reference:
How to Create a Project Communication Plan (Template Included),.
How To Create A Project Communication Plan [+ Template], 9 Key Project Communication Strategies &.
How To Best Use Them, 10 Key Project Management Communication Strategies – ClearPoint Strategy