Practice Free PMP Exam Online Questions
Question #281
A project manager is made aware that there are defects in the parts provided by a supplier, which are causing delays in the testing phase. The supplier claims that all parts have been delivered as per the contract. If the defects are not fixed by the supplier within one week, the product release will be impacted.
What should the project manager do?
- A . scalate this issue to senior management, as the supplier is not following the procurement contract.
- B . Request a revision of the procurement contract to include specifications for the parts.
- C . Request a cancellation of the procurement contract with the supplier and impose a penalty.
- D . Review the procurement contract and ask the supplier to negotiate a solution.
Correct Answer: D
D
Explanation:
The project manager should review the procurement contract to understand the terms and conditions related to quality and defects. Then, the project manager should engage in negotiations with the supplier to find a solution that is agreeable to both parties. This approach aligns with the PMBOK guide’s emphasis on procurement management, which includes the processes of planning, conducting, controlling, and closing procurements. It is important to manage procurements effectively to ensure that the project can meet its objectives while maintaining good relationships with suppliers.
Reference: Project Procurement Management According to the PMBOK1.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
Procurement Management: PMP Study Guide (PMBOK 6th Edition)3.
Guide to Project Procurement Management4.
PMBOK Guide Seventh Edition FAQs5.
Defect Management―4 Steps to Better Products & Processes6.
4 Key Takeaways to Reduce Supplier Defects
D
Explanation:
The project manager should review the procurement contract to understand the terms and conditions related to quality and defects. Then, the project manager should engage in negotiations with the supplier to find a solution that is agreeable to both parties. This approach aligns with the PMBOK guide’s emphasis on procurement management, which includes the processes of planning, conducting, controlling, and closing procurements. It is important to manage procurements effectively to ensure that the project can meet its objectives while maintaining good relationships with suppliers.
Reference: Project Procurement Management According to the PMBOK1.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
Procurement Management: PMP Study Guide (PMBOK 6th Edition)3.
Guide to Project Procurement Management4.
PMBOK Guide Seventh Edition FAQs5.
Defect Management―4 Steps to Better Products & Processes6.
4 Key Takeaways to Reduce Supplier Defects
Question #282
A project team has recently finished a sprint for developing two features for a fleet management system Although the team delivered the required features, they encountered several issues and
conflicts during the sprint. Team members were upset about this experience and are now showing a lack of motivation due to what has occurred.
What can the project manager do to help increase the team’s motivation and engagement with the project?
- A . Review sprint progress with the project team members
- B . Set up one-on-one meetings with the project team members
- C . Review sprint planning procedures with the project team members
- D . Perform a sprint retrospective with the project team members
Correct Answer: D
D
Explanation:
A sprint retrospective is a scrum event in which the team reflects on the past sprint and identifies areas for improvement and action items for the next sprint. A sprint retrospective helps the team to continuously improve, inspect and adapt, and grow as a team and as individuals. A sprint retrospective also provides a safe space for the team to communicate openly and honestly about the issues and conflicts they faced during the sprint, and to find ways to resolve them and prevent them from happening again. A sprint retrospective is not a performance evaluation or a blame game, but a constructive and collaborative way to increase the team’s motivation and engagement with the project.
Reference:
What is a Sprint Retrospective? | Scrum.org
The Sprint Retrospective -.
What It Is & Tips for Making the Most of Your Meeting
D
Explanation:
A sprint retrospective is a scrum event in which the team reflects on the past sprint and identifies areas for improvement and action items for the next sprint. A sprint retrospective helps the team to continuously improve, inspect and adapt, and grow as a team and as individuals. A sprint retrospective also provides a safe space for the team to communicate openly and honestly about the issues and conflicts they faced during the sprint, and to find ways to resolve them and prevent them from happening again. A sprint retrospective is not a performance evaluation or a blame game, but a constructive and collaborative way to increase the team’s motivation and engagement with the project.
Reference:
What is a Sprint Retrospective? | Scrum.org
The Sprint Retrospective -.
What It Is & Tips for Making the Most of Your Meeting
Question #283
A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months.
What should the project lead do next?
- A . Schedule meetings with the customer to determine their ability to support multiple incremental deliveries
- B . Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer.
- C . Work with the stakeholder to understand what the concerns are while at the same time conveying the benefits of incremental deliveries
- D . Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder’s request.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, the project lead should manage stakeholder expectations and engagement throughout the project life cycle. The project lead should also support the agile team’s decisions and authority regarding the product scope and releases. The agile team is responsible for delivering valuable and functional products to the customer in short iterations. Therefore, the project lead should work with the stakeholder to understand what the concerns are while at the same time conveying the benefits of incremental deliveries. The project lead should also communicate the value proposition and the vision of the product to the stakeholder and seek their feedback and collaboration.
Reference: PMBOK Guide, 6th edition, pages 18, 37, 51-52, 286-287.
C
Explanation:
According to the PMBOK Guide, the project lead should manage stakeholder expectations and engagement throughout the project life cycle. The project lead should also support the agile team’s decisions and authority regarding the product scope and releases. The agile team is responsible for delivering valuable and functional products to the customer in short iterations. Therefore, the project lead should work with the stakeholder to understand what the concerns are while at the same time conveying the benefits of incremental deliveries. The project lead should also communicate the value proposition and the vision of the product to the stakeholder and seek their feedback and collaboration.
Reference: PMBOK Guide, 6th edition, pages 18, 37, 51-52, 286-287.
Question #284
A research and development department is planning to develop a product that will introduce a new line of business for the organization.
What should the project manager do to increase the project’s chances of success?
- A . Plan a working session focusing on the scope, vision, and mission of the initiative
- B . Start developing the project management plan based on a previous project template from the project management office (PMO).
- C . Conduct benchmarking to determine the business viability of the initiative
- D . Conduct an impact analysis of the new initiative to determine how the project should be rolled out
Correct Answer: A
A
Explanation:
The project manager should plan a working session focusing on the scope, vision, and mission of the initiative, as this is the best way to increase the project’s chances of success. By involving the research and development department and other relevant stakeholders in defining the project objectives, scope, and deliverables, the project manager can ensure that the product development aligns with the organization’s strategic goals and meets the customer’s needs and expectations. This will also help the project manager to establish a clear and shared understanding of the project’s purpose, value, and benefits, and foster a collaborative and innovative environment.
A
Explanation:
The project manager should plan a working session focusing on the scope, vision, and mission of the initiative, as this is the best way to increase the project’s chances of success. By involving the research and development department and other relevant stakeholders in defining the project objectives, scope, and deliverables, the project manager can ensure that the product development aligns with the organization’s strategic goals and meets the customer’s needs and expectations. This will also help the project manager to establish a clear and shared understanding of the project’s purpose, value, and benefits, and foster a collaborative and innovative environment.
Question #285
After sending an on-site meeting invitation to seven people for the kick-off meeting of a project, a key stakeholder declines because they will be at another location for the rest of the month.
What should the project manager do?
- A . Make arrangements for the stakeholder to join the kick-off meeting virtually.
- B . Hold the kick-off meeting with the rest of the stakeholders to avoid a delay in the project.
- C . Change the kick-off meeting to a virtual meeting so all can attend at the same time.
- D . Reschedule the kick-off meeting for the following month so all can attend on-site.
Correct Answer: A
A
Explanation:
The project manager should accommodate the key stakeholder by making arrangements for them to join the kick-off meeting virtually. This approach aligns with best practices in project management, which advocate for inclusivity and flexibility in communication to ensure all critical stakeholders are engaged from the outset of the project12. Virtual participation allows for the stakeholder’s input without delaying the project’s initiation, maintaining momentum and stakeholder engagement34. It is essential to use virtual meeting tools effectively to facilitate collaboration and ensure that remote participants are as involved as those on-site5.
Reference: PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition.
ProjectManager.com. (2020). Virtual Project Management: Benefits, Challenges & Tools1.
PMI UK. (2024). Virtual Team Meetings: A Guide to Effective Project Management2.
Twproject. (2020). 5 ways to effectively manage a virtual meeting3.
LinkedIn. (2023).
How to Use Virtual Meetings for Project Collaboration4.
LinkedIn. (2023).
How to Ensure Quality Virtual Meetings for Project Management5.
A
Explanation:
The project manager should accommodate the key stakeholder by making arrangements for them to join the kick-off meeting virtually. This approach aligns with best practices in project management, which advocate for inclusivity and flexibility in communication to ensure all critical stakeholders are engaged from the outset of the project12. Virtual participation allows for the stakeholder’s input without delaying the project’s initiation, maintaining momentum and stakeholder engagement34. It is essential to use virtual meeting tools effectively to facilitate collaboration and ensure that remote participants are as involved as those on-site5.
Reference: PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition.
ProjectManager.com. (2020). Virtual Project Management: Benefits, Challenges & Tools1.
PMI UK. (2024). Virtual Team Meetings: A Guide to Effective Project Management2.
Twproject. (2020). 5 ways to effectively manage a virtual meeting3.
LinkedIn. (2023).
How to Use Virtual Meetings for Project Collaboration4.
LinkedIn. (2023).
How to Ensure Quality Virtual Meetings for Project Management5.
Question #286
A project that is using an incremental approach has colocated team members and is using a kanban board to visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on hold until a status report is distributed.
What should the project manager have done to avoid this situation?
- A . Stored project documentation in a shared folder.
- B . Organized monthly meetings with the external stakeholders.
- C . Invited all of the stakeholders to daily standup meetings.
- D . Sent weekly status update reports to all of the stakeholders.
Correct Answer: D
D
Explanation:
The situation described involves a key external stakeholder requesting a halt to project activities pending a status report. This indicates a need for regular and systematic communication with stakeholders to manage their expectations and keep them informed about project progress. According to the PMBOK® Guide, effective stakeholder engagement is crucial for project success and involves regular communication and updates1. Sending weekly status update reports is a proactive approach to stakeholder engagement that can prevent surprises and ensure stakeholders are continuously aware of the project’s status, thus avoiding the need for work stoppages21.
Reference: PMBOK® Guide C Sixth Edition “Planning effective stakeholder management strategies to do the same thing!” – PMI1 “Project Stakeholder Management According to the PMBOK” – Bernie Roseke2
D
Explanation:
The situation described involves a key external stakeholder requesting a halt to project activities pending a status report. This indicates a need for regular and systematic communication with stakeholders to manage their expectations and keep them informed about project progress. According to the PMBOK® Guide, effective stakeholder engagement is crucial for project success and involves regular communication and updates1. Sending weekly status update reports is a proactive approach to stakeholder engagement that can prevent surprises and ensure stakeholders are continuously aware of the project’s status, thus avoiding the need for work stoppages21.
Reference: PMBOK® Guide C Sixth Edition “Planning effective stakeholder management strategies to do the same thing!” – PMI1 “Project Stakeholder Management According to the PMBOK” – Bernie Roseke2
Question #287
A project manager has been assigned to a project and receives the project charter from the project management office (PMO). The document is very clear about customer requests During Project Scope Management some requirements seem to be different from the ones specified within the project charter
What should the project manager do?
- A . Modify the baseline of the project for minor impact changes to the project scope
- B . Use a focus group and brainstorming sessions to gather more details about the project scope
- C . Register the changes in the configuration management plan and send it to the change control board (CCB).
- D . Explain to the sponsor that these requests could endanger the schedule and cost of the project
Correct Answer: B
B
Explanation:
According to the PMBOK® Guide, the project manager should identify the source of the disagreement among the project stakeholders as the first step to facilitate the approval of project requirements. This is because identifying the source of the disagreement can help the project manager understand the root cause of the conflict, the interests and needs of the stakeholders, and the potential impact of the disagreement on the project objectives and deliverables. By identifying the source of the disagreement, the project manager can then choose an appropriate conflict resolution technique, such as compromising, collaborating, smoothing, forcing, or withdrawing, to resolve the issue and obtain the approval of the project requirements1.
The other options are not the first steps to facilitate the approval of project requirements, because:
Reviewing the project charter may help the project manager clarify the project scope, objectives, and high-level requirements, but it does not address the specific source of the disagreement among the stakeholders2.
Performing a stakeholder analysis may help the project manager identify the stakeholders, their roles, expectations, influence, and communication needs, but it does not address the specific source of the disagreement among the stakeholders3.
Holding a team-building event may help the project manager improve the team morale, trust, and collaboration, but it does not address the specific source of the disagreement among the stakeholders4.
Reference: 1: PMBOK® Guide, Sixth Edition, Chapter 9.5.2.1, Conflict Management 2: PMBOK® Guide, Sixth Edition, Chapter 4.1.3.1, Project Charter 3: PMBOK® Guide, Sixth Edition, Chapter 13.1.3.1, Stakeholder Analysis 4: PMBOK® Guide, Sixth Edition, Chapter 9.4.2.4, Team-Building Activities
B
Explanation:
According to the PMBOK® Guide, the project manager should identify the source of the disagreement among the project stakeholders as the first step to facilitate the approval of project requirements. This is because identifying the source of the disagreement can help the project manager understand the root cause of the conflict, the interests and needs of the stakeholders, and the potential impact of the disagreement on the project objectives and deliverables. By identifying the source of the disagreement, the project manager can then choose an appropriate conflict resolution technique, such as compromising, collaborating, smoothing, forcing, or withdrawing, to resolve the issue and obtain the approval of the project requirements1.
The other options are not the first steps to facilitate the approval of project requirements, because:
Reviewing the project charter may help the project manager clarify the project scope, objectives, and high-level requirements, but it does not address the specific source of the disagreement among the stakeholders2.
Performing a stakeholder analysis may help the project manager identify the stakeholders, their roles, expectations, influence, and communication needs, but it does not address the specific source of the disagreement among the stakeholders3.
Holding a team-building event may help the project manager improve the team morale, trust, and collaboration, but it does not address the specific source of the disagreement among the stakeholders4.
Reference: 1: PMBOK® Guide, Sixth Edition, Chapter 9.5.2.1, Conflict Management 2: PMBOK® Guide, Sixth Edition, Chapter 4.1.3.1, Project Charter 3: PMBOK® Guide, Sixth Edition, Chapter 13.1.3.1, Stakeholder Analysis 4: PMBOK® Guide, Sixth Edition, Chapter 9.4.2.4, Team-Building Activities
Question #288
A company recently used desktop research for a feasibility study, which showed that the project is behind schedule. The project team also has concerns about the impact of scope changes on the project schedule
What should the project manager do to keep the project on schedule while still meeting project objectives?
- A . Collaborate with the change control board (CCB) to review the scope and submit any change requests
- B . Submit a change request to the CCB and update the schedule
- C . Update the scope and add more resources to the project
- D . Update the scope and move on to the next project milestone
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, scope change control is the process of managing the changes to the project scope and ensuring that they are aligned with the project objectives and benefits. Scope change control involves identifying, documenting, analyzing, approving, or rejecting changes to the project scope. Scope change control also requires updating the project management plan, project documents, and project baselines to reflect the approved changes. Scope change control is part of the integrated change control process, which involves coordinating changes across all aspects of the project, such as schedule, cost, quality, risk, and stakeholder expectations. The CCB is a formal group of stakeholders who are responsible for reviewing and approving change requests and ensuring that they are consistent with the project charter and business case. The CCB also monitors the impact of changes on the project performance and benefits. The project manager should collaborate with the CCB to review the scope and submit any change requests that are necessary to keep the project on schedule while still meeting the project objectives. This will ensure that the scope changes are properly evaluated, authorized, and communicated to the project team and other stakeholders. The other options are not the best choices because they do not follow the scope change control process and may result in scope creep, rework, conflicts, or missed expectations.
Option B is incomplete because it does not mention the collaboration with the CCB and the review of the scope.
Option C is risky because it may increase the cost and complexity of the project without ensuring that the scope changes are justified and approved.
Option D is irresponsible because it ignores the impact of scope changes on the project schedule and quality.
Reference: PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Integrated Change Control
PMBOK Guide, Seventh Edition, Chapter 5: Project Scope Management, Section 5.6: Scope Change Control
PMI-PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.3: Benefits Tracking Scope change control – Project Management Institute
A
Explanation:
According to the PMBOK Guide, scope change control is the process of managing the changes to the project scope and ensuring that they are aligned with the project objectives and benefits. Scope change control involves identifying, documenting, analyzing, approving, or rejecting changes to the project scope. Scope change control also requires updating the project management plan, project documents, and project baselines to reflect the approved changes. Scope change control is part of the integrated change control process, which involves coordinating changes across all aspects of the project, such as schedule, cost, quality, risk, and stakeholder expectations. The CCB is a formal group of stakeholders who are responsible for reviewing and approving change requests and ensuring that they are consistent with the project charter and business case. The CCB also monitors the impact of changes on the project performance and benefits. The project manager should collaborate with the CCB to review the scope and submit any change requests that are necessary to keep the project on schedule while still meeting the project objectives. This will ensure that the scope changes are properly evaluated, authorized, and communicated to the project team and other stakeholders. The other options are not the best choices because they do not follow the scope change control process and may result in scope creep, rework, conflicts, or missed expectations.
Option B is incomplete because it does not mention the collaboration with the CCB and the review of the scope.
Option C is risky because it may increase the cost and complexity of the project without ensuring that the scope changes are justified and approved.
Option D is irresponsible because it ignores the impact of scope changes on the project schedule and quality.
Reference: PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Integrated Change Control
PMBOK Guide, Seventh Edition, Chapter 5: Project Scope Management, Section 5.6: Scope Change Control
PMI-PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.3: Benefits Tracking Scope change control – Project Management Institute
Question #289
A hybrid project has just started, which will result in a new technology that could disrupt the market if well accepted by the public. The product requires health and safety approvals from the government. As this is an innovative solution, the sponsor and product owner are unsure if it will be accepted by the public.
What is the appropriate flow for product development?
- A . Complete development with all functionalities in perfect condition prior to demonstrating to stakeholders to ensure a great first impression.
- B . Complete development for each sprint and demonstrate the product increment to internal stakeholders and the government, without engaging other external stakeholders.
- C . Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback.
- D . Complete development for must-have functionalities only and demonstrate it to a focus group, but wait until all development is complete to demonstrate it to the government.
Correct Answer: C
C
Explanation:
In a hybrid project, especially one involving innovative technology that requires government approval and has uncertain public acceptance, it is crucial to focus on developing must-have functionalities first. This approach allows the project team to test the core aspects of the product early in the development cycle. By doing so, they can gather feedback quickly and make necessary adjustments before investing further. This method aligns with the principles of Agile and hybrid methodologies, which emphasize early and continuous delivery of valuable software and encourage regular reflection on how to become more effective123.
Reference: Ultimate Guide To Hybrid Project Methodologies &.
How To Make Them -. The Digital Project Manager1.
Hybrid Project Management:
What is it, Approach & Software – Teamhood2.
PMBOK Guide | Project Management Institute3.
C
Explanation:
In a hybrid project, especially one involving innovative technology that requires government approval and has uncertain public acceptance, it is crucial to focus on developing must-have functionalities first. This approach allows the project team to test the core aspects of the product early in the development cycle. By doing so, they can gather feedback quickly and make necessary adjustments before investing further. This method aligns with the principles of Agile and hybrid methodologies, which emphasize early and continuous delivery of valuable software and encourage regular reflection on how to become more effective123.
Reference: Ultimate Guide To Hybrid Project Methodologies &.
How To Make Them -. The Digital Project Manager1.
Hybrid Project Management:
What is it, Approach & Software – Teamhood2.
PMBOK Guide | Project Management Institute3.
Question #290
When a project is in its final stage, the project manager will request from the team to prepare a
delivery acceptance document.
What is the importance of this document to the project manager?
- A . Needed to close the work breakdown structure (WBS).
- B . Needed to share it with the stakeholders.
- C . Needed to close out the project or a phase.
- D . Needed to release the team at the end of the project.
Correct Answer: C
C
Explanation:
The delivery acceptance document is crucial for the project manager as it signifies formal recognition of the project’s completion by the project sponsor or customer. It is a key component of the project closing process, which includes finalizing all activities across all of the project process groups to formally complete the project or phase. This document helps in the formal closure of the project, ensuring that all deliverables are accepted and that the project has met its objectives1.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI’s Practice Standard for Project Risk Management.
PMI’s Practice Standard for Work Breakdown Structures C Second Edition.
C
Explanation:
The delivery acceptance document is crucial for the project manager as it signifies formal recognition of the project’s completion by the project sponsor or customer. It is a key component of the project closing process, which includes finalizing all activities across all of the project process groups to formally complete the project or phase. This document helps in the formal closure of the project, ensuring that all deliverables are accepted and that the project has met its objectives1.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI’s Practice Standard for Project Risk Management.
PMI’s Practice Standard for Work Breakdown Structures C Second Edition.