Practice Free PMP Exam Online Questions
Question #251
During the project planning phase, a project manager is informed that they cannot start one activity before another department implements the required IT system.
What should the project manager do?
- A . Fast track this dependency to avoid delaying the project.
- B . Perform Integrated Change Control.
- C . Include the dependency in the project schedule.
- D . Ask IT to prioritize the needed system to meet the schedule.
Correct Answer: C
C
Explanation:
When a project manager is informed during the planning phase that a certain activity cannot commence until another department has implemented the required IT system, the appropriate action is to include this dependency in the project schedule. This ensures that the project timeline reflects all known dependencies and constraints, allowing for accurate planning and resource allocation. Including the dependency in the schedule allows for transparency and sets realistic expectations for project stakeholders. It also facilitates better risk management as it highlights potential delays early in the process, enabling the project team to plan for contingencies.
Reference: The PMBOK® Guide C Sixth Edition, which outlines the importance of identifying and documenting dependencies in the project schedule as part of the Develop Schedule process1.
Best practices in project management that emphasize the need to account for all dependencies in the project planning phase to ensure a comprehensive and realistic project schedule2.
C
Explanation:
When a project manager is informed during the planning phase that a certain activity cannot commence until another department has implemented the required IT system, the appropriate action is to include this dependency in the project schedule. This ensures that the project timeline reflects all known dependencies and constraints, allowing for accurate planning and resource allocation. Including the dependency in the schedule allows for transparency and sets realistic expectations for project stakeholders. It also facilitates better risk management as it highlights potential delays early in the process, enabling the project team to plan for contingencies.
Reference: The PMBOK® Guide C Sixth Edition, which outlines the importance of identifying and documenting dependencies in the project schedule as part of the Develop Schedule process1.
Best practices in project management that emphasize the need to account for all dependencies in the project planning phase to ensure a comprehensive and realistic project schedule2.
Question #252
A project manager is reviewing the lessons learned for an historical project. The review identifies that the client’s engineer was adamant that they review all changes, even those not identified in the contract.
How should the project manager deal with this when planning the project?
- A . Ensure the change management plan highlights this requirement to prevent future issues.
- B . Update the project charter with this information regarding change management.
- C . Update the project risk register to identify this risk and describe how to mitigate the issue.
- D . Talk with the client to ensure they are aware of the change management procedure.
Correct Answer: A
A
Explanation:
The PMBOK® Guide emphasizes the importance of a comprehensive change management plan that addresses all aspects of change within a project, including those not contractually specified. By ensuring that the change management plan reflects the requirement for the client’s engineer to review all changes, the project manager can proactively address potential issues and align expectations with the client’s needs. This approach is consistent with best practices in managing project changes and stakeholder engagement, as it helps in preventing misunderstandings and conflicts related to change approvals12.
Reference: PMBOK® Guide C Sixth Edition; “PMBOK Guide Change Management Process For PMP Exam” article by PM-by-PM1; “Change Control Board: Roles, Responsibilities & Processes” article by ProjectManager.com2.
A
Explanation:
The PMBOK® Guide emphasizes the importance of a comprehensive change management plan that addresses all aspects of change within a project, including those not contractually specified. By ensuring that the change management plan reflects the requirement for the client’s engineer to review all changes, the project manager can proactively address potential issues and align expectations with the client’s needs. This approach is consistent with best practices in managing project changes and stakeholder engagement, as it helps in preventing misunderstandings and conflicts related to change approvals12.
Reference: PMBOK® Guide C Sixth Edition; “PMBOK Guide Change Management Process For PMP Exam” article by PM-by-PM1; “Change Control Board: Roles, Responsibilities & Processes” article by ProjectManager.com2.
Question #253
In an industrial plant, the owner has decided to add more capacity to the plant by installing a new machine and updating the software used in production. This capacity enlargement will occur while the plant is still functioning and producing. The software update will be accomplished using an agile approach in order to minimize risk. The machine procurement, installation, and integration will be accomplished using predictive approaches
What types of communications will the project manager have to design into the schedule management plan to ensure the project will be on schedule’’
- A . Weekly colocated meetings with the relevant stakeholders
- B . Biweekly conference calls with the relevant stakeholders
- C . Weekly one-on-one meetings with each of the relevant stakeholders
- D . Biweekly written status reports from the relevant stakeholders
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, the project manager should design the communication management plan based on the project’s needs, stakeholder’s expectations, and the project life cycle. In a hybrid environment, where some aspects of the project are agile and some are predictive, the project manager should use a combination of formal and informal, synchronous and asynchronous, and written and verbal communication methods. Weekly colocated meetings with the relevant stakeholders can provide the most effective and efficient way of communicating the project’s progress, issues, risks, and changes. It can also facilitate collaboration, feedback, and alignment among the stakeholders. Biweekly conference calls, weekly one-on-one meetings, and biweekly written status reports may not be sufficient or timely enough to ensure the project will be on schedule.
Reference: PMBOK Guide, 6th edition, page 377-378, section 10.1.3.1 Communication Management Plan.
A
Explanation:
According to the PMBOK Guide, the project manager should design the communication management plan based on the project’s needs, stakeholder’s expectations, and the project life cycle. In a hybrid environment, where some aspects of the project are agile and some are predictive, the project manager should use a combination of formal and informal, synchronous and asynchronous, and written and verbal communication methods. Weekly colocated meetings with the relevant stakeholders can provide the most effective and efficient way of communicating the project’s progress, issues, risks, and changes. It can also facilitate collaboration, feedback, and alignment among the stakeholders. Biweekly conference calls, weekly one-on-one meetings, and biweekly written status reports may not be sufficient or timely enough to ensure the project will be on schedule.
Reference: PMBOK Guide, 6th edition, page 377-378, section 10.1.3.1 Communication Management Plan.
Question #254
A large project requires new equipment to support the project execution. The procurement manager communicated to the project manager that the delivery of the newly purchased equipment will be delayed. The project manager is concerned that this will directly effect the project schedule.
What should the project manager do next?
- A . Validate the information and update the risk management plan.
- B . Update the risk register and discuss it with the project stakeholders. b
- C . Source second-hand equipment in order to prepare for any delivery delays.
- D . Update the sponsor of the potential issue and ask for any suggestions.
Correct Answer: B
B
Explanation:
When a delay in equipment delivery is communicated, it directly impacts the project schedule and potentially other aspects of the project. The project manager should update the risk register to document this new risk, including its potential impact on the project, and then discuss the issue with the project stakeholders. This is in line with the best practices of risk management, which involve continuous identification, analysis, and communication of project risks. The risk register serves as a central repository for all identified project risks and is a critical tool for tracking and managing risks throughout the project lifecycle123.
Reference: “Risk Management Process for PMP®” – Project Management Academy1.
“PMP Risk Management Process – A Guide for 2024” -. The Knowledge Academy2.
“Risk Register in Project Management” – Project Management Academy3.
B
Explanation:
When a delay in equipment delivery is communicated, it directly impacts the project schedule and potentially other aspects of the project. The project manager should update the risk register to document this new risk, including its potential impact on the project, and then discuss the issue with the project stakeholders. This is in line with the best practices of risk management, which involve continuous identification, analysis, and communication of project risks. The risk register serves as a central repository for all identified project risks and is a critical tool for tracking and managing risks throughout the project lifecycle123.
Reference: “Risk Management Process for PMP®” – Project Management Academy1.
“PMP Risk Management Process – A Guide for 2024” -. The Knowledge Academy2.
“Risk Register in Project Management” – Project Management Academy3.
Question #255
A project manager is leading an engineering project. The project manager must obtain some certifications before mass production, which is scheduled in 3 months. The certification process will require at least 6 months.
What should the project manager do next?
- A . Discuss extending the mass production timeline by 3 months with the project sponsor.
- B . Meet with senior management to discuss the possibility of an extension to the project timeline.
- C . Engage a consultant to shorten the certification process to meet the schedule requirement.
- D . Assess and evaluate the certification process and understand the best and worst case scenarios.
Correct Answer: D
D
Explanation:
The best course of action when facing a discrepancy between project schedules and necessary certification timelines is to assess and evaluate the certification process. This involves understanding the best-case and worst-case scenarios, which allows the project manager to make informed decisions and manage expectations with all stakeholders. It is essential to analyze the situation thoroughly before discussing timeline extensions or engaging consultants, as these actions may have significant implications on the project’s cost, scope, and quality.
Reference: The answer aligns with the principles outlined in the PMBOK® Guide and the PMP certification requirements, which emphasize the importance of proper assessment and risk management in project management12. Additionally, the Professional in Business Analysis Reference Materials support the approach of thorough analysis and evaluation as part of business analysis practices34
D
Explanation:
The best course of action when facing a discrepancy between project schedules and necessary certification timelines is to assess and evaluate the certification process. This involves understanding the best-case and worst-case scenarios, which allows the project manager to make informed decisions and manage expectations with all stakeholders. It is essential to analyze the situation thoroughly before discussing timeline extensions or engaging consultants, as these actions may have significant implications on the project’s cost, scope, and quality.
Reference: The answer aligns with the principles outlined in the PMBOK® Guide and the PMP certification requirements, which emphasize the importance of proper assessment and risk management in project management12. Additionally, the Professional in Business Analysis Reference Materials support the approach of thorough analysis and evaluation as part of business analysis practices34
Question #256
A team needs to implement a mandatory compliance regulation in a product, which is required for its release. While nearing the product release, when completeness was being verified, it was found that the compliance part was not implemented in the project.
What should the project manager do next?
- A . Get an exception approval from the legal team.
- B . Request the team to implement the compliance.
- C . Ask the stakeholder to descope the compliance.
- D . Obtain approval from management and release.
Correct Answer: B
B
Explanation:
When a mandatory compliance regulation is not implemented in a project, the project manager should take immediate action to ensure that the team implements the required compliance. This is crucial because compliance regulations are often non-negotiable and are required for legal and operational reasons. Implementing the compliance will likely impact the project schedule and budget, but it is necessary to meet the mandatory requirements before the product can be released.
Reference: The PMBOK® Guide highlights the importance of adhering to compliance requirements and the project manager’s responsibility to ensure that the project meets these requirements12. Additionally, the guide discusses the need for project managers to be proactive in managing compliance and the potential consequences of noncompliance34.
B
Explanation:
When a mandatory compliance regulation is not implemented in a project, the project manager should take immediate action to ensure that the team implements the required compliance. This is crucial because compliance regulations are often non-negotiable and are required for legal and operational reasons. Implementing the compliance will likely impact the project schedule and budget, but it is necessary to meet the mandatory requirements before the product can be released.
Reference: The PMBOK® Guide highlights the importance of adhering to compliance requirements and the project manager’s responsibility to ensure that the project meets these requirements12. Additionally, the guide discusses the need for project managers to be proactive in managing compliance and the potential consequences of noncompliance34.
Question #257
The main project stakeholder was fired and replaced by another stakeholder. The new stakeholder reviewed the project scope and requested numerous changes, arguing that the stakeholder’s team is unhappy with the results to date.
What should the project manager do?
- A . Put the new requirements in the backlog with high priority and implement the requested changes.
- B . Put the new requirements in the backlog and submit a formal change request for approval.
- C . Put the new requirements in the backlog and let the product owner check their value and priority.
- D . Put the new requirements in the backlog with low priority and implement the requested changes.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, a project manager should put any new requirements in the backlog and submit a formal change request for approval, when a change in project scope is requested by a stakeholder. This is part of the perform integrated change control process, which involves reviewing and approving all change requests that affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement. A formal change request is a document that describes the proposed change, its justification, its impact, and its alternatives. A formal change request should be submitted to the change control board (CCB), which is a group of stakeholders authorized to approve or reject changes. The CCB should evaluate the change request based on the project objectives, the project management plan, the project documents, and the stakeholder expectations. The CCB should also consider the potential benefits and drawbacks of the change, as well as its alignment with the project charter and the business case. The CCB should then communicate the decision to the project manager and the relevant stakeholders, and update the project documents and the project management plan accordingly. This process ensures a consistent and transparent approach to managing changes, and prevents scope creep or unauthorized changes that could negatively affect the project performance or quality.
Reference: PMBOK Guide, 6th edition, pages 115-116, 121-122.
B
Explanation:
According to the PMBOK Guide, a project manager should put any new requirements in the backlog and submit a formal change request for approval, when a change in project scope is requested by a stakeholder. This is part of the perform integrated change control process, which involves reviewing and approving all change requests that affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement. A formal change request is a document that describes the proposed change, its justification, its impact, and its alternatives. A formal change request should be submitted to the change control board (CCB), which is a group of stakeholders authorized to approve or reject changes. The CCB should evaluate the change request based on the project objectives, the project management plan, the project documents, and the stakeholder expectations. The CCB should also consider the potential benefits and drawbacks of the change, as well as its alignment with the project charter and the business case. The CCB should then communicate the decision to the project manager and the relevant stakeholders, and update the project documents and the project management plan accordingly. This process ensures a consistent and transparent approach to managing changes, and prevents scope creep or unauthorized changes that could negatively affect the project performance or quality.
Reference: PMBOK Guide, 6th edition, pages 115-116, 121-122.
Question #258
A highly skilled team resource received a job offer and is leaving the project soon.
What should the project manager do to maintain project performance while a new team member is being onboarded?
- A . Log a risk in the risk register and work with the new team member to mitigate it
- B . Motivate the new team member to perform.
- C . Share project documents with the new team member.
- D . Offer cross-training and mentoring to the new team member
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance.
Reference: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions – 120 Sample Test Questions
D
Explanation:
According to the PMBOK Guide, 6th edition, page 341, cross-training and mentoring are two of the techniques for developing the project team. Cross-training allows team members to acquire new skills and knowledge from other team members, while mentoring provides guidance and support from experienced team members. These techniques can help the new team member to integrate into the project team, learn the project processes and procedures, and improve their performance and productivity. They can also reduce the impact of the loss of the highly skilled team resource and maintain the project performance.
Reference: PMBOK Guide, 6th edition, page 341; Free PMP Practice Exam Questions – 120 Sample Test Questions
Question #259
A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.
What should the project manager do?
- A . Discuss with the team, estimate the effort, and raise a change request.
- B . Discuss with the customer the risks identified and team’s concerns.
- C . Ask the team to deliver the functionality on the agreed go-live date.
- D . Ask the customer to go live and add the new functionality in the backlog.
Correct Answer: A
A
Explanation:
When a customer requests additional functionality that risks the delivery date and conflicts with the agreed scope, the project manager should engage with the team to assess the effort required and then raise a change request. This process involves analyzing the impact of the change on project constraints and documenting the change request for further review by the Change Control Board (CCB). It is a structured approach that ensures any alterations to the project scope are carefully considered and approved before implementation, thus maintaining control over project outcomes.
Reference: (PMBOK Guide’s Change Management Process For PMP Certification1, Professional in Business Analysis Reference Materials | PMI2)
A
Explanation:
When a customer requests additional functionality that risks the delivery date and conflicts with the agreed scope, the project manager should engage with the team to assess the effort required and then raise a change request. This process involves analyzing the impact of the change on project constraints and documenting the change request for further review by the Change Control Board (CCB). It is a structured approach that ensures any alterations to the project scope are carefully considered and approved before implementation, thus maintaining control over project outcomes.
Reference: (PMBOK Guide’s Change Management Process For PMP Certification1, Professional in Business Analysis Reference Materials | PMI2)
Question #260
During the last iteration of a hybrid project, one of the key members of the team wants to leave the project.
What should the project manager do to address this concern?
- A . Keep activities as planned regardless of the resource change.
- B . Update the burndown chart to reflect this resource’s absence.
- C . Have a meeting with the resource to understand the issue.
- D . Request an additional resource to finish the project.
Correct Answer: C
C
Explanation:
When facing the potential departure of a key team member during the last iteration of a hybrid project, it is important for the project manager to engage directly with the individual to understand their concerns and reasons for wanting to leave. This aligns with the PMI’s guidance on stakeholder engagement and team dynamics. By having a meeting with the team member, the project manager can explore the underlying issues and work on possible solutions or contingencies that may persuade the team member to stay or ensure a smooth transition if their departure is inevitable1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
C
Explanation:
When facing the potential departure of a key team member during the last iteration of a hybrid project, it is important for the project manager to engage directly with the individual to understand their concerns and reasons for wanting to leave. This aligns with the PMI’s guidance on stakeholder engagement and team dynamics. By having a meeting with the team member, the project manager can explore the underlying issues and work on possible solutions or contingencies that may persuade the team member to stay or ensure a smooth transition if their departure is inevitable1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”