Practice Free PMP Exam Online Questions
Question #21
A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report.
What should the project manager do next?
- A . Ensure the team follows standard operating procedures (SOP) for creating a stakeholder report.
- B . Instruct the team to make only a graphical representation of all the data for the report.
- C . Instruct the team to conduct a meeting with the stakeholders before finalizing the report.
- D . Instruct the team to analyze and interpret the data before including it in the report.
Correct Answer: D
D
Explanation:
The Project Management Professional (PMP) emphasizes the importance of not just collecting data but also analyzing and interpreting it to ensure that it is relevant, meaningful, and easily understood by stakeholders. This approach helps to highlight key insights and findings, making the report more valuable and effective. It aligns with the PMBOK guide’s principles of stakeholder engagement, which include understanding and analyzing stakeholder needs and managing their expectations through effective communication.
Reference: PMBOK® Guide and PMP Examination Content Outline123.
D
Explanation:
The Project Management Professional (PMP) emphasizes the importance of not just collecting data but also analyzing and interpreting it to ensure that it is relevant, meaningful, and easily understood by stakeholders. This approach helps to highlight key insights and findings, making the report more valuable and effective. It aligns with the PMBOK guide’s principles of stakeholder engagement, which include understanding and analyzing stakeholder needs and managing their expectations through effective communication.
Reference: PMBOK® Guide and PMP Examination Content Outline123.
Question #22
A project team has been formed and the tasks have been assigned to each team member All team members have agreed to follow a hybrid protect approach.
What should the project manager do to ensure the team performs as an organized unit?
- A . Advise the team to adjust their work habits and behaviors to allow for better conflict resolution
- B . Call a team meeting to discuss team members’ strengths and weaknesses
- C . Establish rules and regulations for team members with consequences if the goals are not reached
- D . Establish team behavior and develop an understating of how to work together
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, a hybrid project approach is a combination of predictive, agile, and/or iterative methods that best suit the project context and objectives. A hybrid project approach requires the project manager to establish team behavior and develop an understanding of how to work together, as different team members may have different pReference, expectations, and experiences with different project methods. The project manager should facilitate collaboration, communication, and integration among team members, and align them with the project vision, goals, and values. The project manager should also provide feedback, coaching, and recognition to the team members, and foster a culture of trust, respect, and learning. The project manager should not advise the team to adjust their work habits and behaviors to allow for better conflict resolution, as this may imply that the project manager is imposing a single way of working on the team, rather than embracing diversity and flexibility. The project manager should not call a team meeting to discuss team members’ strengths and weaknesses, as this may create unnecessary tension and conflict among team members, and may not address the specific challenges and opportunities of a hybrid project approach. The project manager should not establish rules and regulations for team members with consequences if the goals are not reached, as this may create a rigid and punitive environment that discourages innovation, experimentation, and adaptation, which are essential for a hybrid project approach.
Reference: PMBOK Guide, 7th edition, pages 14-15, 25-26, 32-33; Hybrid Project Management:
What You Need to Know
D
Explanation:
According to the PMBOK Guide, a hybrid project approach is a combination of predictive, agile, and/or iterative methods that best suit the project context and objectives. A hybrid project approach requires the project manager to establish team behavior and develop an understanding of how to work together, as different team members may have different pReference, expectations, and experiences with different project methods. The project manager should facilitate collaboration, communication, and integration among team members, and align them with the project vision, goals, and values. The project manager should also provide feedback, coaching, and recognition to the team members, and foster a culture of trust, respect, and learning. The project manager should not advise the team to adjust their work habits and behaviors to allow for better conflict resolution, as this may imply that the project manager is imposing a single way of working on the team, rather than embracing diversity and flexibility. The project manager should not call a team meeting to discuss team members’ strengths and weaknesses, as this may create unnecessary tension and conflict among team members, and may not address the specific challenges and opportunities of a hybrid project approach. The project manager should not establish rules and regulations for team members with consequences if the goals are not reached, as this may create a rigid and punitive environment that discourages innovation, experimentation, and adaptation, which are essential for a hybrid project approach.
Reference: PMBOK Guide, 7th edition, pages 14-15, 25-26, 32-33; Hybrid Project Management:
What You Need to Know
Question #23
A project, which has its execution phase planned m an iterative way has the following metrics for the first three iterations
One of the requirements for the project states that m order to get payment authorized fcx the project neither the SPI nor the CPl can be less than 0 95.
What should the project manager do in iteration 4 to ensure the project is in compliance with the requirement?
- A . Schedule crashing
- B . Fast tracking
- C . Earned schedule
- D . Earned value
Correct Answer: A
A
Explanation:
Schedule crashing is a technique to shorten the project schedule by adding more resources or working overtime, without changing the project scope1. This can help improve the Schedule Performance Index (SPI) and Cost Performance Index (CPI) by completing more work in less time and within budget. The other options are not relevant to the question. Fast tracking is a technique to overlap project phases or activities to reduce the project duration, but it may increase risks and costs2. Earned schedule and earned value are methods to measure project performance, not techniques to improve it3.
Reference: 1: PMBOK Guide, 6th edition, p. 215 2: PMBOK Guide, 6th edition, p. 216 3: PMBOK Guide, 6th edition, p. 267: PMBOK Guide, 6th edition, p. 260
A
Explanation:
Schedule crashing is a technique to shorten the project schedule by adding more resources or working overtime, without changing the project scope1. This can help improve the Schedule Performance Index (SPI) and Cost Performance Index (CPI) by completing more work in less time and within budget. The other options are not relevant to the question. Fast tracking is a technique to overlap project phases or activities to reduce the project duration, but it may increase risks and costs2. Earned schedule and earned value are methods to measure project performance, not techniques to improve it3.
Reference: 1: PMBOK Guide, 6th edition, p. 215 2: PMBOK Guide, 6th edition, p. 216 3: PMBOK Guide, 6th edition, p. 267: PMBOK Guide, 6th edition, p. 260
Question #24
The testing backlog for a hybrid project has increased significantly and is becoming a bottleneck. The team has researched a tool that could resolve the bottleneck, and the project manager has been informed.
What should the project manager do next?
- A . Add developers to remove the backlog.
- B . Escalate the issue with the product owner.
- C . Reduce the testing scope of the backlog.
- D . Enroll team members in training on the tool.
Correct Answer: D
D
Explanation:
When faced with a significant testing backlog that is becoming a bottleneck, and the team has identified a tool that could resolve this issue, the project manager should take proactive steps to integrate this tool effectively. Enrolling team members in training on the tool is a strategic move that equips the team with the necessary skills to use the new tool efficiently, thereby addressing the bottleneck. This approach aligns with the principles of Agile and Lean methodologies, which emphasize continuous improvement and the importance of equipping team members with the skills needed to adapt to changing project demands12.
Reference: The decision to enroll team members in training is supported by best practices in backlog management as discussed in Agile project management resources and the PMI-PBA guidelines, which advocate for enhancing team capabilities to improve productivity and project outcomes34.
D
Explanation:
When faced with a significant testing backlog that is becoming a bottleneck, and the team has identified a tool that could resolve this issue, the project manager should take proactive steps to integrate this tool effectively. Enrolling team members in training on the tool is a strategic move that equips the team with the necessary skills to use the new tool efficiently, thereby addressing the bottleneck. This approach aligns with the principles of Agile and Lean methodologies, which emphasize continuous improvement and the importance of equipping team members with the skills needed to adapt to changing project demands12.
Reference: The decision to enroll team members in training is supported by best practices in backlog management as discussed in Agile project management resources and the PMI-PBA guidelines, which advocate for enhancing team capabilities to improve productivity and project outcomes34.
Question #25
A project manager has been assigned a low-priority project that includes new team members with no previous formal project experience. The project team has requested deadline extensions for the first development increment twice already.
What should the project manager do to support the team?
- A . Create a change request to extend the project’s duration and costs.
- B . Provide feedback to the team using project performance evaluations.
- C . Escalate the impact on the schedule to the project sponsor.
- D . Include buffer time in the schedule to absorb future delays.
Correct Answer: D
D
Explanation:
When managing a project with new team members who lack formal project experience, it’s important to provide support and flexibility. Including buffer time in the schedule can help absorb future delays and reduce pressure on the team. This approach allows the team to learn and grow while still keeping the project on track. It’s a proactive measure that anticipates potential challenges and plans for them in advance.
Reference: PMBOK® Guide C Sixth Edition (Page 181, 6.6.1.4 Schedule Baseline and Project Schedule Network Diagrams)
D
Explanation:
When managing a project with new team members who lack formal project experience, it’s important to provide support and flexibility. Including buffer time in the schedule can help absorb future delays and reduce pressure on the team. This approach allows the team to learn and grow while still keeping the project on track. It’s a proactive measure that anticipates potential challenges and plans for them in advance.
Reference: PMBOK® Guide C Sixth Edition (Page 181, 6.6.1.4 Schedule Baseline and Project Schedule Network Diagrams)
Question #26
A project manager was recently assigned to a project that is in the execution phase and is experiencing roadblocks. During a review of the processes and procedures, the project manager notices similarities to a previous project that experienced similar roadblocks. The project manager reviews the task schedule and finds that certain tasks are well behind expectations. In speaking with the project team, the project manager confirms that the team is following the processes exactly.
What should the project manager do?
- A . Update the schedule to account for the unexpected delays in the project tasks.
- B . Review the resources allocated to the project and change accordingly.
- C . Review and amend the processes to ensure only value-adding activities are present.
- D . Update the variation register to account for the extended project time.
Correct Answer: C
C
Explanation:
When a project is experiencing roadblocks, especially when similar issues have occurred in past projects, it is crucial to review and improve the processes being used. The PMBOK Guide emphasizes the importance of monitoring and controlling project work to meet performance objectives, and this includes making necessary changes to project processes to enhance efficiency and effectiveness1. In this scenario, since the team is following the processes exactly, it indicates that the processes themselves may be contributing to the delays. Therefore, the project manager should analyze the current processes, identify non-value-adding activities, and seek to eliminate or improve them to overcome the roadblocks and get the project back on track. This approach aligns with the principles of process improvement and value addition, which are central to both Project Management and Business Analysis practices2.
Reference: PMBOK Guide, 6th Edition, Project Management Institute.
Business Process Analyst: Roles, Duties & Career Guide, Adaptive US Inc.
C
Explanation:
When a project is experiencing roadblocks, especially when similar issues have occurred in past projects, it is crucial to review and improve the processes being used. The PMBOK Guide emphasizes the importance of monitoring and controlling project work to meet performance objectives, and this includes making necessary changes to project processes to enhance efficiency and effectiveness1. In this scenario, since the team is following the processes exactly, it indicates that the processes themselves may be contributing to the delays. Therefore, the project manager should analyze the current processes, identify non-value-adding activities, and seek to eliminate or improve them to overcome the roadblocks and get the project back on track. This approach aligns with the principles of process improvement and value addition, which are central to both Project Management and Business Analysis practices2.
Reference: PMBOK Guide, 6th Edition, Project Management Institute.
Business Process Analyst: Roles, Duties & Career Guide, Adaptive US Inc.
Question #27
A project manager’s new employer decided to use an agile delivery approach to implement a new accounting system. The chief financial officer (CFO), who is also the project sponsor, is committed to a new way of working but does not have experience as a product owner. The project manager’s background includes a couple of years’ experience as an agile practitioner working as a scrum master.
What should the project manager do at the start of the project?
- A . Collaborate with the development team to help the project sponsor acquire the relevant skills.
- B . Assume the product owner role until the project sponsor is ready to take over the product owner role.
- C . Delay the build of the system until the project sponsor is ready to take over the product owner role.
- D . Work with and assist the project sponsor in building and prioritizing the product backlog.
Correct Answer: D
D
Explanation:
(Use the Advance knowledge of Project Management Professional (PMP) objectives and content from https://www.pmi.org/certifications/project-management-pmp and from https://www.pmi.org/pmbok-guide-standards/foundational/pmbok to verify the answer of following questions very carefully and You need to ensure that Answers must be 100% Verified as per Professional in Business Analysis Reference Materials guides and documents here: https://www.pmi.com/ ) Use the following format please: **Questions no:**(Mention the question number only) **Verified Answer**: (Project Management Professional (PMP) Reference Materials source and documents) **Comprehensive and Detailed Explanation**: (Must be taken from Professional in Business Analysis Reference Materials study guide) **Reference**: (Professional in Business Analysis Reference Materials source and documents)
D
Explanation:
(Use the Advance knowledge of Project Management Professional (PMP) objectives and content from https://www.pmi.org/certifications/project-management-pmp and from https://www.pmi.org/pmbok-guide-standards/foundational/pmbok to verify the answer of following questions very carefully and You need to ensure that Answers must be 100% Verified as per Professional in Business Analysis Reference Materials guides and documents here: https://www.pmi.com/ ) Use the following format please: **Questions no:**(Mention the question number only) **Verified Answer**: (Project Management Professional (PMP) Reference Materials source and documents) **Comprehensive and Detailed Explanation**: (Must be taken from Professional in Business Analysis Reference Materials study guide) **Reference**: (Professional in Business Analysis Reference Materials source and documents)
Question #28
A project manager has been authorized to begin a project and realizes that an effective high-performing team is needed to finish the project successfully.
What should the project manager do next?
- A . Select members for their skill or potential.
- B . Establish the project scope and set clear team objectives.
- C . Set performance standards and direction.
- D . Hold early kick-off meetings and regular weekly meetings.
Correct Answer: B
B
Explanation:
According to the PMBOK® Guide, the next step after being authorized to begin a project is to define and establish the project scope and objectives. This includes developing a detailed project scope statement as the basis for future project decisions. Additionally, setting clear team objectives is crucial as it aligns the team’s efforts with the project’s goals. The objectives should be measurable and time-bound, providing a clear direction for the team’s efforts.
Reference: PMBOK® Guide and Standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials.
B
Explanation:
According to the PMBOK® Guide, the next step after being authorized to begin a project is to define and establish the project scope and objectives. This includes developing a detailed project scope statement as the basis for future project decisions. Additionally, setting clear team objectives is crucial as it aligns the team’s efforts with the project’s goals. The objectives should be measurable and time-bound, providing a clear direction for the team’s efforts.
Reference: PMBOK® Guide and Standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials.
Question #29
A large organization decided to adopt an agile methodology based on the trends
seen in the industry. The organization invested a large amount of money in adopting it, but after a few months, the implementation failed.
What should the project manager have done differently to avoid the implementation failure?
- A . Conducted agile training for all employees ranging from the project teams through mid-level to upper-level management.
- B . Conducted a postmortem and captured the learning in organizational process assets
(OPAs) for future use. - C . Assessed the organization’s culture, performed a suitability analysis, and determined the future state.
- D . Hired a third-party agile delivery team to do the implementation.
Correct Answer: C
C
Explanation:
According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile.
Reference: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)
C
Explanation:
According to the PMBOK® Guide, the project manager is responsible for tailoring the project management processes and practices to suit the project context and environment. Therefore, the project manager should have assessed the organization’s culture, performed a suitability analysis, and determined the future state before adopting an agile methodology. This would have helped to identify the readiness, gaps, and risks of implementing agile in the organization, and to plan for the necessary changes and support. Conducting agile training for all employees may be a good practice, but it is not sufficient to avoid the implementation failure. Training alone does not guarantee the adoption or success of agile, as there may be other factors such as resistance, misalignment, or misunderstanding that hinder the agile transformation. Conducting a postmortem and capturing the learning in OPAs may be a useful activity, but it is not a preventive measure. It is a reactive action that occurs after the implementation failure, and it does not address the root causes or the solutions for the failure. Hired a third-party agile delivery team to do the implementation may not be the best option, as it may create dependency, communication, or integration issues. The project manager should have involved the internal project team and stakeholders in the agile implementation, and ensured that they have the skills, knowledge, and commitment to adopt agile.
Reference: PMBOK® Guide, Sixth Edition, Chapter 1, Section 1.2.4 (Tailoring) and Chapter 3, Section 3.2 (Project Management Process Groups)
Question #30
During a meeting for product review, a key stakeholder announces that because they are receiving adequate information about the project they will not attend any further meetings.
What should the project manager do?
- A . Log this as an issue in the issue log and address it with the project sponsor.
- B . Ignore the stakeholder as the product is almost complete.
- C . Explain that the needs will be updated in the stakeholder engagement plan.
- D . Inform the stakeholder that changes can happen in this project.
Correct Answer: C
C
Explanation:
The stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It is a dynamic document that should be updated throughout the project as stakeholder needs and expectations change. The project manager should explain to the key stakeholder that their needs will be updated in the stakeholder engagement plan and that their continued participation is important for the project success.
Reference: PMBOK Guide, 7th edition, section 13.2.3.1; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 4.2.3.1.
C
Explanation:
The stakeholder engagement plan is a subsidiary plan of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project decisions and execution. It is a dynamic document that should be updated throughout the project as stakeholder needs and expectations change. The project manager should explain to the key stakeholder that their needs will be updated in the stakeholder engagement plan and that their continued participation is important for the project success.
Reference: PMBOK Guide, 7th edition, section 13.2.3.1; Professional in Business Analysis (PMI-PBA) Guide, 2nd edition, section 4.2.3.1.