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Question #301
A project manager primarily works on implementation projects Depending on the deliverable, the project manager is able to estimate the time line based on previous projects. The project manager now receives a project that is different from the previous implementation projects.
What should the project manager do next?
- A . Refer to the previous protect they worked on and base the estimate on that
- B . Use expert judgment to estimate the schedule and then adjust the schedule as the project progresses
- C . Ask the project management office (PMO) by when the project can be completed and use that date as the project time line
- D . Break down the project into smaller tasks and estimate the durations of the activities
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for developing the project schedule and estimating the activity durations. One of the tools and techniques for estimating activity durations is decomposition, which involves subdividing the project work packages into smaller, more manageable components called activities. By breaking down the project into smaller tasks, the project manager can better understand the scope, complexity, and dependencies of the work, and apply more accurate and reliable estimation methods. This will also help the project manager to identify and manage the risks and uncertainties associated with the project schedule. Therefore, the project manager should break down the project into smaller tasks and estimate the durations of the activities as the next step.
Reference: PMBOK Guide, 6th edition, pages 191-192, 201-202.
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for developing the project schedule and estimating the activity durations. One of the tools and techniques for estimating activity durations is decomposition, which involves subdividing the project work packages into smaller, more manageable components called activities. By breaking down the project into smaller tasks, the project manager can better understand the scope, complexity, and dependencies of the work, and apply more accurate and reliable estimation methods. This will also help the project manager to identify and manage the risks and uncertainties associated with the project schedule. Therefore, the project manager should break down the project into smaller tasks and estimate the durations of the activities as the next step.
Reference: PMBOK Guide, 6th edition, pages 191-192, 201-202.
Question #302
A company is initiating a project to decommission inefficient sales channels. Several stakeholders
argue that one channel that indicates a downturn in generating value is still more efficient than some
of the channels that are planned to remain.
What should the project manager do?
- A . Plan for incremental and iterative delivery based on feedback from the marketing and sales team.
- B . Review and update the success criteria to ensure that the channel is not decommissioned.
- C . Inform the stakeholders that the list of channels to be decommissioned was approved by the CEO.
- D . Escalate the objection to the steering committee and human resources (HR) as a personal intimidation incident.
Correct Answer: A
A
Explanation:
The project manager should plan for incremental and iterative delivery based on feedback from the marketing and sales team because this is an example of adaptive development approach, which is suitable for projects with high uncertainty and changing requirements. By delivering value in increments and iterations, the project manager can validate the assumptions and benefits of the project, and adjust the scope and direction as needed. This way, the project manager can address the stakeholders’ concerns and ensure that the project delivers the most efficient and effective sales channels for the organization.
Reference: PMBOK® Guide, 6th edition, page 18, section 1.2.3.2
PMI-PBA Guide, 1st edition, page 13, section 1.3.2.2
PMP Sample Test Questions, question 1
Free PMP Practice Exam Questions, question 1
PMP Questions page 484, question 484
A
Explanation:
The project manager should plan for incremental and iterative delivery based on feedback from the marketing and sales team because this is an example of adaptive development approach, which is suitable for projects with high uncertainty and changing requirements. By delivering value in increments and iterations, the project manager can validate the assumptions and benefits of the project, and adjust the scope and direction as needed. This way, the project manager can address the stakeholders’ concerns and ensure that the project delivers the most efficient and effective sales channels for the organization.
Reference: PMBOK® Guide, 6th edition, page 18, section 1.2.3.2
PMI-PBA Guide, 1st edition, page 13, section 1.3.2.2
PMP Sample Test Questions, question 1
Free PMP Practice Exam Questions, question 1
PMP Questions page 484, question 484
Question #303
A project is ready to deliver the first batch of the product when a quality control check rejects the product as unfit for delivery. The root cause analysis (RCA) shows that a component added as part of the latest change request was not tested throughout the development cycle.
What should the project manager do next?
- A . Review the change control process to ensure quality management artifacts are updated as part of the change.
- B . Review the quality management process and perform a process audit as part of ongoing quality assurance.
- C . Review the communications management plan to ensure change requests are communicated to the affected team members.
- D . Review the quality management process with the project management office (PMO) to ensure compliance with best practices.
Correct Answer: A
A
Explanation:
The root cause analysis indicated that a component added as part of a change request was not tested, which led to the product being rejected during the quality control check. This suggests a gap in the change control process where the quality management artifacts, such as test plans or checklists, were not updated to include the new component for testing. Therefore, the project manager should review and update the change control process to ensure that all aspects of a change, including quality management artifacts, are considered and updated accordingly. This action will help prevent similar issues in future and ensure that changes are fully integrated into the project’s quality management framework.
Reference: The answer is verified using the principles found in the PMBOK® Guide, which outlines the importance of integrated change control and its impact on project quality management. The guide emphasizes the need to review and update all project documents, including quality management plans, to accommodate changes within the project. Additionally, the Professional in Business Analysis (PMI-PBA) reference materials support the need for thorough documentation and communication of changes to prevent quality issues and ensure project success.
A
Explanation:
The root cause analysis indicated that a component added as part of a change request was not tested, which led to the product being rejected during the quality control check. This suggests a gap in the change control process where the quality management artifacts, such as test plans or checklists, were not updated to include the new component for testing. Therefore, the project manager should review and update the change control process to ensure that all aspects of a change, including quality management artifacts, are considered and updated accordingly. This action will help prevent similar issues in future and ensure that changes are fully integrated into the project’s quality management framework.
Reference: The answer is verified using the principles found in the PMBOK® Guide, which outlines the importance of integrated change control and its impact on project quality management. The guide emphasizes the need to review and update all project documents, including quality management plans, to accommodate changes within the project. Additionally, the Professional in Business Analysis (PMI-PBA) reference materials support the need for thorough documentation and communication of changes to prevent quality issues and ensure project success.
Question #304
A project manager is performing the scrum master role for a project team of developers. At the daily standup, a couple of developers complain about the noise from a neighboring team, the performance of their laptops, and the difficulty in booking meeting rooms.
What should the project manager do?
- A . Acknowledge the impediments and facilitate their resolutions.
- B . Note the impediments and escalate them to the product owner.
- C . Note the impediments and work on addressing them later.
- D . Assign actions to all stakeholders and oversee their implementation.
Correct Answer: A
A
Explanation:
As a project manager performing the scrum master role, it is crucial to actively identify and address conflicts within the Scrum team. The project manager should create a work environment where everyone feels safe expressing their opinions and concerns. By acknowledging the impediments such as noise, laptop performance, and booking issues, and facilitating their resolution, the project manager ensures that the team can focus on their tasks without unnecessary distractions or hindrances. This approach is in line with the responsibilities of a Scrum Master to remove obstacles that impede the team’s progress and to foster an environment conducive to effective communication and collaboration1.
Reference: The PMP Examination Content Outline2 and the PMBOK Guide3 provide guidance on the role of the project manager and the importance of addressing team impediments. The Professional in Business Analysis Reference Materials also emphasize the need for resolving such issues to maintain team efficiency4.
A
Explanation:
As a project manager performing the scrum master role, it is crucial to actively identify and address conflicts within the Scrum team. The project manager should create a work environment where everyone feels safe expressing their opinions and concerns. By acknowledging the impediments such as noise, laptop performance, and booking issues, and facilitating their resolution, the project manager ensures that the team can focus on their tasks without unnecessary distractions or hindrances. This approach is in line with the responsibilities of a Scrum Master to remove obstacles that impede the team’s progress and to foster an environment conducive to effective communication and collaboration1.
Reference: The PMP Examination Content Outline2 and the PMBOK Guide3 provide guidance on the role of the project manager and the importance of addressing team impediments. The Professional in Business Analysis Reference Materials also emphasize the need for resolving such issues to maintain team efficiency4.
Question #305
A project manager is managing a project that has a new sponsor who is cutting the budget.
As a servant leader how should the project manager handle the budget cuts with the team?
- A . Notify the project sponsor that the budget reduction will require a schedule slip and scope reduction.
- B . Inform each team member that they must release a portion of their budget but must remain on schedule with no change to the scope
- C . Meet with the schedule coordinator and financial analyst to tell them which budget lines to reduce and where to release slack
- D . Collaborate with the team to assess the impact of the change on the project and recommend an updated project plan
Correct Answer: D
D
Explanation:
When a project budget is cut, it’s important for the project manager to collaborate with the team to assess the impact of the change on the project1. This involves understanding how the budget cuts will affect different aspects of the project, including the scope, schedule, and quality. The project manager should then work with the team to develop an updated project plan that takes into account the reduced budget2. This approach aligns with the principles of servant leadership, which emphasize collaboration, team empowerment, and shared decision-making.
Reference: https://project-management.com/what-to-do-if-your-project-runs-over-budget-and-how-to-prevent-it/
D
Explanation:
When a project budget is cut, it’s important for the project manager to collaborate with the team to assess the impact of the change on the project1. This involves understanding how the budget cuts will affect different aspects of the project, including the scope, schedule, and quality. The project manager should then work with the team to develop an updated project plan that takes into account the reduced budget2. This approach aligns with the principles of servant leadership, which emphasize collaboration, team empowerment, and shared decision-making.
Reference: https://project-management.com/what-to-do-if-your-project-runs-over-budget-and-how-to-prevent-it/
Question #306
During a project status update by the project management office (PMO), the CEO is concerned that the status of all projects suddenly changed from green to red, without warning. Upper management is used to reading traditional reports related to progress and cost, and they want to continue viewing this information.
How should the PMO implement a better way to report the project’s health?
- A . Perform a root cause analysis (RCA) to find out why the status of projects is deteriorating so fast.
- B . Explore reporting the earned value (EV) key performance indicators (KPls) using agile progress as an input.
- C . Ask the project managers to report on their projects using a Kanban board format.
- D . Request the program managers to be more accurate when presenting status reports.
Correct Answer: B
B
Explanation:
Earned value (EV) is a technique that measures the performance of a project by comparing the actual work completed with the planned work. It can help the PMO to report the project’s health in terms of schedule and cost variance, as well as the schedule and cost performance index. EV can be applied to both predictive and adaptive (agile) projects, as long as the project scope, schedule, and budget are defined and measurable. The PMO can use agile progress, such as the number of features delivered, user stories completed, or story points earned, as an input to calculate the EV KPls. This way, the PMO can provide upper management with the traditional reports that they are used to, while also reflecting the agile nature of the projects.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 7, Section 7.4.2.1
Practice Standard for Earned Value Management C Second Edition, Chapter 3, Section 3.2.3 Agile Practice Guide, Chapter 5, Section 5.4.2
B
Explanation:
Earned value (EV) is a technique that measures the performance of a project by comparing the actual work completed with the planned work. It can help the PMO to report the project’s health in terms of schedule and cost variance, as well as the schedule and cost performance index. EV can be applied to both predictive and adaptive (agile) projects, as long as the project scope, schedule, and budget are defined and measurable. The PMO can use agile progress, such as the number of features delivered, user stories completed, or story points earned, as an input to calculate the EV KPls. This way, the PMO can provide upper management with the traditional reports that they are used to, while also reflecting the agile nature of the projects.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 7, Section 7.4.2.1
Practice Standard for Earned Value Management C Second Edition, Chapter 3, Section 3.2.3 Agile Practice Guide, Chapter 5, Section 5.4.2
Question #307
A project manager is reviewing a draft of the project charter with key stakeholders. During the meeting, a conflict occurs between the sponsor and the product owner.
How should the project manager deal with the situation?
- A . Postpone the meeting and invite a subject matter expert (SME) to join the next meeting.
- B . Continue the meeting and ask the project sponsor and product owner to take their discussion offline.
- C . Postpone the meeting and ask the project sponsor and product owner to take their discussion offline.
- D . Continue the meeting and use facilitation techniques to improve communication within the team.
Correct Answer: D
D
Explanation:
When a conflict arises during a project charter review, it’s important for the project manager to address the situation promptly to prevent escalation and maintain focus on the project objectives. Facilitation techniques are a key tool for improving communication and resolving conflicts within a team. These techniques can include active listening, ensuring that each party is heard, and guiding the discussion towards a mutual understanding or agreement. By continuing the meeting and employing these techniques, the project manager can help the stakeholders focus on the common goal of the project’s success, rather than getting sidetracked by the conflict12.
Reference: PM Study Circle: “5 Conflict Resolution Techniques in Project Management” 1
LovePMP: “PMP Questions conflict” 2
D
Explanation:
When a conflict arises during a project charter review, it’s important for the project manager to address the situation promptly to prevent escalation and maintain focus on the project objectives. Facilitation techniques are a key tool for improving communication and resolving conflicts within a team. These techniques can include active listening, ensuring that each party is heard, and guiding the discussion towards a mutual understanding or agreement. By continuing the meeting and employing these techniques, the project manager can help the stakeholders focus on the common goal of the project’s success, rather than getting sidetracked by the conflict12.
Reference: PM Study Circle: “5 Conflict Resolution Techniques in Project Management” 1
LovePMP: “PMP Questions conflict” 2
Question #308
The start of a 12-month project has been delayed by 2 months. The project has a fixed budget, deadline and product specifications.
What should the project manager do next?
- A . Schedule a time to negotiate a trade-off regarding the quality of the product with the customer
- B . Meet with the risk manager to identify potential threats related to the schedule delay.
- C . Set up a meeting with the project sponsor and submit a change request to the scope of the product
- D . Start the project plan for the scope and quality and identify options to deliver and meet stakeholders expectations
Correct Answer: D
D
Explanation:
When a project experiences a delay, it’s crucial to reassess the project plan and identify options to meet stakeholders’ expectations. This involves revisiting the scope and quality of the project. The project manager should explore all possible options to deliver the project within the constraints. This could involve adjusting the project schedule, reallocating resources, or identifying efficiencies in the project processes. It’s important to communicate these changes and their potential impact to all stakeholders.
Reference: PMBOK Guide, 6th Edition, Section 6.7 Control Schedule
D
Explanation:
When a project experiences a delay, it’s crucial to reassess the project plan and identify options to meet stakeholders’ expectations. This involves revisiting the scope and quality of the project. The project manager should explore all possible options to deliver the project within the constraints. This could involve adjusting the project schedule, reallocating resources, or identifying efficiencies in the project processes. It’s important to communicate these changes and their potential impact to all stakeholders.
Reference: PMBOK Guide, 6th Edition, Section 6.7 Control Schedule
Question #309
A newly formed team has become accustomed to agile practices. The project lead has noticed that while they are performing according to expectations, there is boredom with daily team practices among many of the team members.
What should the project lead do in this situation?
- A . Challenge the team to find new ways to achieve higher levels of performance to improve the situation.
- B . Speak with individual team members to determine what they would like to do to improve the situation in the team
- C . Have the team inform senior management of the situation and ask for recommendations.
- D . Allow the team to self-organize and have them analyze the situation in their retrospective session
and self correct
Correct Answer: D
D
Explanation:
One of the principles of agile is to build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done. Agile teams are expected to be self-organized, which means they can decide how to best accomplish their work, rather than being directed by others outside the team. Self-organization also implies that teams can inspect and adapt their own processes and practices, and continuously improve their performance and satisfaction. One of the key practices that enable self-organization and improvement is the retrospective, which is a regular meeting where the team reflects on what went well, what went wrong, and what can be done differently in the next iteration. A retrospective is a safe space for the team to share their feedback, concerns, and ideas, and to collaboratively come up with action items to address them. Therefore, if the project lead notices that the team is bored with their daily practices, the best course of action is to allow the team to self-organize and have them analyze the situation in their retrospective session and self correct. This way, the team can identify the root causes of their boredom, such as lack of challenge, variety, autonomy, or feedback, and propose solutions that suit their needs and pReference. The project lead can facilitate the retrospective and provide guidance and support, but should not impose any changes or solutions on the team, as this would undermine their self-organization and motivation. By allowing the team to self-organize and self correct, the project lead can foster a culture of trust, empowerment, and continuous learning within the team, and help them overcome their boredom and achieve higher levels of performance and satisfaction.
Reference: Agile Teams – Scaled Agile Framework ProjectManagement.com – Beware the bored team member! Mastering Agile Team Building: The Key to Enduring Success – Integrant
D
Explanation:
One of the principles of agile is to build projects around motivated individuals, give them the environment and support they need, and trust them to get the job done. Agile teams are expected to be self-organized, which means they can decide how to best accomplish their work, rather than being directed by others outside the team. Self-organization also implies that teams can inspect and adapt their own processes and practices, and continuously improve their performance and satisfaction. One of the key practices that enable self-organization and improvement is the retrospective, which is a regular meeting where the team reflects on what went well, what went wrong, and what can be done differently in the next iteration. A retrospective is a safe space for the team to share their feedback, concerns, and ideas, and to collaboratively come up with action items to address them. Therefore, if the project lead notices that the team is bored with their daily practices, the best course of action is to allow the team to self-organize and have them analyze the situation in their retrospective session and self correct. This way, the team can identify the root causes of their boredom, such as lack of challenge, variety, autonomy, or feedback, and propose solutions that suit their needs and pReference. The project lead can facilitate the retrospective and provide guidance and support, but should not impose any changes or solutions on the team, as this would undermine their self-organization and motivation. By allowing the team to self-organize and self correct, the project lead can foster a culture of trust, empowerment, and continuous learning within the team, and help them overcome their boredom and achieve higher levels of performance and satisfaction.
Reference: Agile Teams – Scaled Agile Framework ProjectManagement.com – Beware the bored team member! Mastering Agile Team Building: The Key to Enduring Success – Integrant
Question #310
The project management office (PMO) assigns a project manager who specializes in hybrid approaches to a predictive project that is off track from both the cost and schedule perspectives. The project runs into further delays as the project manager is ramping up on the project. The stakeholders and ask senior management to replace the project manager.
How should the project manager approach this situation?
- A . Meet with the stakeholders to understand their concerns and define an action plan to resolve issues.
- B . Continue to work on the project until the stakeholders and management come to a decision.
- C . Socialize with the stakeholders to better understand their needs and reset expectations.
- D . Escalate the stakeholder issue to the management team and ask for help with resolving the conflict.
Correct Answer: A
A
Explanation:
The project manager should proactively engage with the stakeholders to address their dissatisfaction and work with them to find a solution. This is consistent with the stakeholder engagement plan, which defines the strategies and actions for managing stakeholder expectations and involvement. The project manager should not ignore the stakeholder issue, rely on the management team to intervene, or try to socialize with the stakeholders without addressing the root causes of the problem.
Reference: PMP Exam Content Outline (2021), Domain III: Executing the Project, Task 8: Engage with stakeholders to meet expectations and foster relationships, p. 131
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.3.1.1: Stakeholder Engagement Plan, p. 5182 Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 6: Manage Stakeholder Collaboration, p. 15
A
Explanation:
The project manager should proactively engage with the stakeholders to address their dissatisfaction and work with them to find a solution. This is consistent with the stakeholder engagement plan, which defines the strategies and actions for managing stakeholder expectations and involvement. The project manager should not ignore the stakeholder issue, rely on the management team to intervene, or try to socialize with the stakeholders without addressing the root causes of the problem.
Reference: PMP Exam Content Outline (2021), Domain III: Executing the Project, Task 8: Engage with stakeholders to meet expectations and foster relationships, p. 131
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.3.1.1: Stakeholder Engagement Plan, p. 5182 Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 6: Manage Stakeholder Collaboration, p. 15