Practice Free PMP Exam Online Questions
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”
Question #262
DRAG DROP
Drag the interpersonal skill on the left to the correct scenario on the right.
Correct Answer:
Question #263
A developer who has almost completed a required product feature for a prototype leaves the company in the middle of an iteration.
What should the project manager do?
- A . Review the backlog to reschedule the deliverable for a later iteration.
- B . Engage with stakeholders directly to review the iteration process.
- C . Determine whether other cross-functional team members are able to take over the work.
- D . Go to management and ask to hire a new external developer.
Correct Answer: C
C
Explanation:
According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without
involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5.
Reference: 1:
What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management:
What is it, Approach & Software – Teamhood 3:
What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) – Project Management Stack Exchange 4: Manifesto for Agile Software Development 5:
How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting
C
Explanation:
According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without
involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5.
Reference: 1:
What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management:
What is it, Approach & Software – Teamhood 3:
What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) – Project Management Stack Exchange 4: Manifesto for Agile Software Development 5:
How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting
Question #264
A project team member complained to the project manager that they are not sure f on the latest requirements document because it was emailed to them about one week ago. They mentioned that, in the past they worked on a document tor more than 20 hours only to find out later that another team member had already updated that same document but did not send them the latest revisions.
What should the project manager do to avoid this situation in the future?
- A . Encourage better team communication by positioning team members closer together.
- B . Implement a project management information system (PMIS)
- C . Update the communications management plan to ensure correct delivery of the latest version
- D . Restrict team members from sending the requirements documents via email
Correct Answer: B
B
Explanation:
The project manager should implement a project management information system (PMIS) to avoid this situation in the future. A PMIS is a system that provides the tools and techniques to gather, integrate, and disseminate the outputs of project management processes. A PMIS can help the project manager and the team to manage the project documents, such as the requirements document, and ensure that they are updated, controlled, and shared in a timely and consistent manner. A PMIS can also facilitate collaboration and communication among the project team and other stakeholders, and reduce the risk of errors, conflicts, and rework. Encouraging better team communication by positioning team members closer together may not be enough, as it does not address the issue of document management and version control. Updating the communications management plan to ensure correct delivery of the latest version may not be effective, as it does not provide the tools and techniques to implement the plan. Restricting team members from sending the requirements documents via email may not be feasible or appropriate, as it may limit the flexibility and accessibility of the project information.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter
4: Integration, Section 4.4: Manage Project Knowledge, Section 4.5: Monitor and Control Project Work
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2:
Planning, Task 6: Plan Business Analysis Information Management
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task
6: Plan Business Analysis Information Management
B
Explanation:
The project manager should implement a project management information system (PMIS) to avoid this situation in the future. A PMIS is a system that provides the tools and techniques to gather, integrate, and disseminate the outputs of project management processes. A PMIS can help the project manager and the team to manage the project documents, such as the requirements document, and ensure that they are updated, controlled, and shared in a timely and consistent manner. A PMIS can also facilitate collaboration and communication among the project team and other stakeholders, and reduce the risk of errors, conflicts, and rework. Encouraging better team communication by positioning team members closer together may not be enough, as it does not address the issue of document management and version control. Updating the communications management plan to ensure correct delivery of the latest version may not be effective, as it does not provide the tools and techniques to implement the plan. Restricting team members from sending the requirements documents via email may not be feasible or appropriate, as it may limit the flexibility and accessibility of the project information.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter
4: Integration, Section 4.4: Manage Project Knowledge, Section 4.5: Monitor and Control Project Work
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 2:
Planning, Task 6: Plan Business Analysis Information Management
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain 2: Planning, Task
6: Plan Business Analysis Information Management
Question #265
A project requires testing of the final product to be done at another department’s testing facility, which is known for having low availability. This situation could potentially impact the project schedule.
What should the project manager do next?
- A . Update the risk register.
- B . Update the issue log.
- C . Update the lessons learned register.
- D . Update the project schedule.
Correct Answer: A
A
Explanation:
The project manager should update the risk register next. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, owners, and other relevant information. Updating the risk register is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, executing risk responses, and evaluating their effectiveness. In this scenario, the low availability of the testing facility is a potential risk that could affect the project schedule. Therefore, the project manager should update the risk register with this information and plan appropriate risk responses. This option aligns with the PMBOK Guide, 6th edition, which states that “the risk register is updated as outputs from other risk management processes are completed” (p. 436). The other options are not the best choices because they do not address the risk of the testing facility’s low availability. Updating the issue log (option B) is not appropriate because the issue log is a document that records and monitors the resolution of issues that have occurred or are currently occurring on the project. In this case, the low availability of the testing facility is not an issue yet, but a potential risk that may or may not occur in the future. Updating the lessons learned register (option C) is not relevant because the lessons learned register is a document that captures the knowledge gained from the project, including the challenges, problems, risks, and opportunities encountered and how they were addressed. In this scenario, the project manager has not yet learned any lessons from the testing facility’s low availability, as it is still a potential risk. Updating the project schedule (option D) is premature because the project schedule is a document that presents the planned dates for performing activities and meeting milestones. In this case, the project manager has not yet determined the impact or probability of the testing facility’s low availability, or the risk responses to deal with it. Therefore, updating the project schedule without this information may result in inaccurate or unrealistic estimates.
Reference: PMBOK Guide, 6th edition, p. 436 1
PMBOK Guide, 6th edition, p. 123 2
A
Explanation:
The project manager should update the risk register next. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, owners, and other relevant information. Updating the risk register is part of the Monitor Risks process, which involves tracking the identified risks, monitoring residual risks, identifying new risks, executing risk responses, and evaluating their effectiveness. In this scenario, the low availability of the testing facility is a potential risk that could affect the project schedule. Therefore, the project manager should update the risk register with this information and plan appropriate risk responses. This option aligns with the PMBOK Guide, 6th edition, which states that “the risk register is updated as outputs from other risk management processes are completed” (p. 436). The other options are not the best choices because they do not address the risk of the testing facility’s low availability. Updating the issue log (option B) is not appropriate because the issue log is a document that records and monitors the resolution of issues that have occurred or are currently occurring on the project. In this case, the low availability of the testing facility is not an issue yet, but a potential risk that may or may not occur in the future. Updating the lessons learned register (option C) is not relevant because the lessons learned register is a document that captures the knowledge gained from the project, including the challenges, problems, risks, and opportunities encountered and how they were addressed. In this scenario, the project manager has not yet learned any lessons from the testing facility’s low availability, as it is still a potential risk. Updating the project schedule (option D) is premature because the project schedule is a document that presents the planned dates for performing activities and meeting milestones. In this case, the project manager has not yet determined the impact or probability of the testing facility’s low availability, or the risk responses to deal with it. Therefore, updating the project schedule without this information may result in inaccurate or unrealistic estimates.
Reference: PMBOK Guide, 6th edition, p. 436 1
PMBOK Guide, 6th edition, p. 123 2
Question #266
A project manager is working in a company that has several global offices. During resource planning for a new project, the project manager realizes that the company requires projects to include team members from different continents.
What should the project manager do to ensure a successful project execution?
- A . invite all resources to the project manager’s location to form a cohesive team until all deliverables are completed,
- B . Send emails with information about the project deliverables on the first day of the project.
- C . Connect with every location and check their preferred methods of communication.
- D . Plan for a meeting with the project sponsor to discuss the possibility of utilizing only local colleagues.
Correct Answer: C
C
Explanation:
When managing a project with team members from different continents, it’s crucial to understand their preferred methods of communication. This can help ensure that everyone is on the same page and that information is shared effectively across the team. The project manager should connect with each location to understand their communication pReference and then use this information to develop a communication plan for the project12. This approach can help to ensure successful project execution by promoting clear and effective communication across the team34.
Reference: https://www.projectmanager.com/blog/project-execution https://www.microsoft.com/en-us/microsoft-365/business-insights-ideas/resources/the-project-managers-guide-to-planning-a-perfect-project
C
Explanation:
When managing a project with team members from different continents, it’s crucial to understand their preferred methods of communication. This can help ensure that everyone is on the same page and that information is shared effectively across the team. The project manager should connect with each location to understand their communication pReference and then use this information to develop a communication plan for the project12. This approach can help to ensure successful project execution by promoting clear and effective communication across the team34.
Reference: https://www.projectmanager.com/blog/project-execution https://www.microsoft.com/en-us/microsoft-365/business-insights-ideas/resources/the-project-managers-guide-to-planning-a-perfect-project
Question #267
A project team member is providing updates to assigned work and reports a task as complete, As the project progresses, it is observed that the task is not fully complete.
What should the project manager do moving forward?
- A . Provide clear expectations around task requirements.
- B . Review the task list with the team on a regular basis,
- C . Provide templates for the product owner to use in the future.
- D . Review the task with the sponsor to see if they are satisfied.
Correct Answer: A
A
Explanation:
In project management, it is crucial for the project manager to provide clear expectations around task requirements. This ensures that all team members understand what is expected of them and can accurately report on their progress. In this scenario, the project team member reported a task as complete when it was not, indicating a possible misunderstanding of the task requirements. Therefore, moving forward, the project manager should provide clear expectations to prevent similar situations in the future.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide. Please note that the exact documents and page numbers are not provided as the information is based on general project management principles. For more detailed information, please refer to the specific guides and documents mentioned.
A
Explanation:
In project management, it is crucial for the project manager to provide clear expectations around task requirements. This ensures that all team members understand what is expected of them and can accurately report on their progress. In this scenario, the project team member reported a task as complete when it was not, indicating a possible misunderstanding of the task requirements. Therefore, moving forward, the project manager should provide clear expectations to prevent similar situations in the future.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide. Please note that the exact documents and page numbers are not provided as the information is based on general project management principles. For more detailed information, please refer to the specific guides and documents mentioned.
Question #268
DRAG DROP
A project manager is leading a project in which key performance Indicators (KPls) are measured through earned value management (EVM). Match each measurement on the left with the correct category on the right.
Correct Answer:
Question #269
An agile team is required to address a technical, complex requirement that has no visual deliverable to show the customer.
What guidance should the product manager provide to improve the requirement development?
- A . Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of the complex work.
- B . Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project.
- C . Allow the team to focus and complete the complex work because it will reduce the risk of finding issues later in the project.
- D . Inform the customer that there will not be any deliverable due to the complexity involved in the requirement.
Correct Answer: C
C
Explanation:
For an agile team facing a technical, complex requirement with no visual deliverable, it is important to focus on completing the work to mitigate risks associated with the complexity. This approach aligns with agile principles, which prioritize working software over comprehensive documentation. By allowing the team to concentrate on the complex work, they can ensure that the technical aspects are addressed properly, reducing the likelihood of issues arising later in the project. This strategy is supported by agile methodologies that emphasize continuous attention to technical excellence1.
Reference: Agile project management with formal requirements and test case management – PMI1 Agile Practice Guide – Project Management Institute2 Exam PMP topic 1 question 345 discussion – ExamTopics3
C
Explanation:
For an agile team facing a technical, complex requirement with no visual deliverable, it is important to focus on completing the work to mitigate risks associated with the complexity. This approach aligns with agile principles, which prioritize working software over comprehensive documentation. By allowing the team to concentrate on the complex work, they can ensure that the technical aspects are addressed properly, reducing the likelihood of issues arising later in the project. This strategy is supported by agile methodologies that emphasize continuous attention to technical excellence1.
Reference: Agile project management with formal requirements and test case management – PMI1 Agile Practice Guide – Project Management Institute2 Exam PMP topic 1 question 345 discussion – ExamTopics3
Question #270
During the early phases of a project, mitigation actions were not executed in a timely manner; therefore, the project schedule was impacted. Several project stakeholders are now frustrated with the delays.
What should the project manager have done to manage the issue?
- A . Identified and reported the issue
- B . Monitored and controlled the issue
- C . Identified the appropriate response and had it implemented
- D . Communicated any identified action to impacted stakeholders
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective.
Reference: 1: PMBOK Guide, 6th edition, p. 89
2: PMBOK Guide, 6th edition, p. 456
3: PMBOK Guide, 6th edition, p. 457
4: PMBOK Guide, 6th edition, p. 458
C
Explanation:
According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective.
Reference: 1: PMBOK Guide, 6th edition, p. 89
2: PMBOK Guide, 6th edition, p. 456
3: PMBOK Guide, 6th edition, p. 457
4: PMBOK Guide, 6th edition, p. 458