Practice Free PMP Exam Online Questions
Question #331
A project is near completion but it is behind schedule. The contingency budget has already being used, although the remaining budget should be enough to complete the project. The only subject matter expert (SME) assigned to the project has been asked by their manager to solve a problem in the operations department.
What should the project manager do?
- A . Escalate the situation to the project sponsor.
- B . Free the resource to handle the operations priority.
- C . Ask the manager to submit a change request.
- D . Design a negotiation strategy for this situation.
Correct Answer: D
D
Explanation:
In this scenario, the project manager should engage in negotiations to address the conflict of resource allocation. The PMBOK Guide suggests that project managers should possess negotiation skills to resolve such conflicts effectively. By negotiating, the project manager can work towards a solution that satisfies the needs of the operations department while also ensuring the SME’s contributions to the project are not lost, thus keeping the project on track.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and conflict resolution strategies that include negotiation, which are part of the PMP’s body of knowledge.
D
Explanation:
In this scenario, the project manager should engage in negotiations to address the conflict of resource allocation. The PMBOK Guide suggests that project managers should possess negotiation skills to resolve such conflicts effectively. By negotiating, the project manager can work towards a solution that satisfies the needs of the operations department while also ensuring the SME’s contributions to the project are not lost, thus keeping the project on track.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and conflict resolution strategies that include negotiation, which are part of the PMP’s body of knowledge.
Question #332
A team averages 100 story points per iteration. The team estimates there are about another 2,000 points remaining and about 20 iterations remaining. One of the team members suggests estimating by feature because the large stories are difficult to break up.
What should the project manager do?
- A . Meet with this team member.
- B . Review this method with the team.
- C . Accept this task-based estimation.
- D . Reject this task-based estimation.
Correct Answer: B
B
Explanation:
Agile methodologies encourage teams to continuously inspect and adapt their methods to improve efficiency and effectiveness. If a team member suggests a new estimation method because the current method is causing difficulties, it would be beneficial for the project manager to review this method with the entire team. This allows the team to discuss the pros and cons of the new method and make a collective decision on whether to adopt it.
Reference: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)CSeventh Edition. Project Management Institute.
B
Explanation:
Agile methodologies encourage teams to continuously inspect and adapt their methods to improve efficiency and effectiveness. If a team member suggests a new estimation method because the current method is causing difficulties, it would be beneficial for the project manager to review this method with the entire team. This allows the team to discuss the pros and cons of the new method and make a collective decision on whether to adopt it.
Reference: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)CSeventh Edition. Project Management Institute.
Question #333
A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank’s management directed the team not to have in-person daily standups. Various team members are complaining about this, stating that there is a lack of information sharing among the team.
What should the project manager do?
- A . Postpone the daily standups and ask the team members to update the project manager daily via messaging.
- B . Hold virtual daily standups each workday morning and use collaboration tools to manage project updates.
- C . Delegate authority to the team members and ask them to submit weekly status reports instead.
- D . Ask senior management for permission to hold in-person team meetings once each week.
Correct Answer: B
B
Explanation:
In a hybrid work environment, especially when a significant portion of the team is working remotely, it is crucial to maintain regular communication and collaboration. Holding virtual daily standups each workday morning using collaboration tools ensures that all team members are informed and can share updates, progress, and any blockers they may be facing. This approach aligns with best practices for managing remote or hybrid teams, as it allows for consistent communication and fosters a sense of team unity and engagement12. It also adheres to the bank’s directive of not having in-person daily standups while still ensuring that the necessary information sharing among the team members takes place.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
B
Explanation:
In a hybrid work environment, especially when a significant portion of the team is working remotely, it is crucial to maintain regular communication and collaboration. Holding virtual daily standups each workday morning using collaboration tools ensures that all team members are informed and can share updates, progress, and any blockers they may be facing. This approach aligns with best practices for managing remote or hybrid teams, as it allows for consistent communication and fosters a sense of team unity and engagement12. It also adheres to the bank’s directive of not having in-person daily standups while still ensuring that the necessary information sharing among the team members takes place.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
Question #334
A team is currently working on a mobile app solution. During sprint execution, one of the developers requires clarification about the acceptance criteria for a particular task
What should the project manager do to obtain the information required by the developer?
- A . Request direction from the project sponsor
- B . Write an email to the client requesting clarification
- C . Seek support from the development manager.
- D . Work with the product owner to clarify the requirement
Correct Answer: D
D
Explanation:
According to the PBA Guide, the product owner is the person who is responsible for defining and prioritizing the product backlog, which contains the requirements for the project. The product owner also provides feedback and acceptance for the deliverables produced by the development team. Therefore, the project manager should work with the product owner to clarify the requirement and the acceptance criteria for the task, as they are the best source of information and authority for the project scope. This is also consistent with the agile principles of collaboration, customer satisfaction, and responding to change.
Reference: PBA Guide, Chapter 2, Section 2.3.1, Roles and Responsibilities of the Product Owner PBA Guide, Chapter 3, Section 3.2.1, Product Backlog
PBA Guide, Chapter 4, Section 4.3.2, Feedback and Acceptance
PMBOK Guide, Chapter 13, Section 13.2.2.1, Agile/Adaptive Environments PMBOK Guide, Appendix X3, Section X3.2, Agile Principles
D
Explanation:
According to the PBA Guide, the product owner is the person who is responsible for defining and prioritizing the product backlog, which contains the requirements for the project. The product owner also provides feedback and acceptance for the deliverables produced by the development team. Therefore, the project manager should work with the product owner to clarify the requirement and the acceptance criteria for the task, as they are the best source of information and authority for the project scope. This is also consistent with the agile principles of collaboration, customer satisfaction, and responding to change.
Reference: PBA Guide, Chapter 2, Section 2.3.1, Roles and Responsibilities of the Product Owner PBA Guide, Chapter 3, Section 3.2.1, Product Backlog
PBA Guide, Chapter 4, Section 4.3.2, Feedback and Acceptance
PMBOK Guide, Chapter 13, Section 13.2.2.1, Agile/Adaptive Environments PMBOK Guide, Appendix X3, Section X3.2, Agile Principles
Question #335
A project involves exporting 150 packages to the customer. However, only 30 packages have been cleared by the customer for shipment. The logistics manager provided details to the customer 2 weeks ago and set up a weekly conference call to effectively communicate with them, but the customer has not been participating in the calls.
How should the project manager handle this situation?
- A . Request a change in the contract to include the shipment in the project management plan.
- B . Find the root cause of the issue and discuss the customer’s current engagement.
- C . Inform the customer that subsequent packages cannot be manufactured.
- D . Request a delivery date extension from the customer
Correct Answer: B
B
Explanation:
The project manager should try to understand why the customer is not clearing the packages for shipment and not participating in the communication calls. This could indicate a lack of interest, satisfaction, or trust in the project or the project team. The project manager should initiate a dialogue with the customer to address their concerns, expectations, and feedback, and to re-establish a positive relationship. This is part of the stakeholder engagement process, which aims to increase the support and minimize the resistance from the stakeholders throughout the project life cycle. The other options are not appropriate because they do not address the underlying problem and may worsen the situation. Requesting a change in the contract or a delivery date extension may create more conflict or confusion with the customer, and informing the customer that subsequent packages cannot be manufactured may jeopardize the project scope and quality.
Reference: PMBOK Guide 6th Edition, pages 513-514, 518-519, 524-525.
B
Explanation:
The project manager should try to understand why the customer is not clearing the packages for shipment and not participating in the communication calls. This could indicate a lack of interest, satisfaction, or trust in the project or the project team. The project manager should initiate a dialogue with the customer to address their concerns, expectations, and feedback, and to re-establish a positive relationship. This is part of the stakeholder engagement process, which aims to increase the support and minimize the resistance from the stakeholders throughout the project life cycle. The other options are not appropriate because they do not address the underlying problem and may worsen the situation. Requesting a change in the contract or a delivery date extension may create more conflict or confusion with the customer, and informing the customer that subsequent packages cannot be manufactured may jeopardize the project scope and quality.
Reference: PMBOK Guide 6th Edition, pages 513-514, 518-519, 524-525.
Question #336
During project execution, the project manager notices that the work performance reports have deteriorated drastically in less than two weeks. The project team in country A is complaining about delays resulting from holidays occurring in country B that have impacted their project team
How should the project manager handle this situation?
- A . Implement crashing to compress the schedule and improve the schedule performance index (SRI).
- B . Implement fast-tracking to compress the schedule and improve the SPI
- C . Perform conflict management using the project’s resource management plan.
- D . Review the risk management plan to evaluate the probability and impact of these delays
Correct Answer: D
D
Explanation:
The project manager should review the risk management plan to evaluate the probability and impact of these delays, and determine the appropriate response strategies. The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project. It includes the processes, roles and responsibilities, tools and techniques, risk categories, risk appetite, risk thresholds, and risk response strategies for the project1. By reviewing the risk management plan, the project manager can identify the risks that are causing or contributing to the delays, such as cultural differences, communication barriers, or schedule conflicts. The project manager can also assess the likelihood and severity of these risks, and their effect on the project objectives, such as scope, time, cost, quality, and stakeholder satisfaction. Based on this analysis, the project manager can select the best risk response strategies, such as avoid, transfer, mitigate, exploit, share, enhance, or accept, and implement them to reduce the negative impact or increase the positive impact of the risks2. The project manager can also update the risk register, which is a document that records the details of all identified risks, their analysis, and their response plans3.
The other options, implementing crashing, fast-tracking, or conflict management, are not the best ways to handle this situation. Crashing and fast-tracking are schedule compression techniques that can be used to shorten the project duration without changing the project scope4. However, these techniques have drawbacks, such as increasing costs, risks, or rework, and they may not address the root causes of the delays. Conflict management is a process of resolving disagreements among project stakeholders, such as team members, sponsors, customers, or suppliers5. However, conflict management may not be effective if the delays are caused by external factors, such as holidays, that are beyond the control of the project team.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11.1.3.1 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
C Sixth Edition, Chapter 11.5.2 3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11.4.2.1 4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 6.6 5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 9.5
D
Explanation:
The project manager should review the risk management plan to evaluate the probability and impact of these delays, and determine the appropriate response strategies. The risk management plan is a document that describes how risk management activities will be planned, structured, and performed throughout the project. It includes the processes, roles and responsibilities, tools and techniques, risk categories, risk appetite, risk thresholds, and risk response strategies for the project1. By reviewing the risk management plan, the project manager can identify the risks that are causing or contributing to the delays, such as cultural differences, communication barriers, or schedule conflicts. The project manager can also assess the likelihood and severity of these risks, and their effect on the project objectives, such as scope, time, cost, quality, and stakeholder satisfaction. Based on this analysis, the project manager can select the best risk response strategies, such as avoid, transfer, mitigate, exploit, share, enhance, or accept, and implement them to reduce the negative impact or increase the positive impact of the risks2. The project manager can also update the risk register, which is a document that records the details of all identified risks, their analysis, and their response plans3.
The other options, implementing crashing, fast-tracking, or conflict management, are not the best ways to handle this situation. Crashing and fast-tracking are schedule compression techniques that can be used to shorten the project duration without changing the project scope4. However, these techniques have drawbacks, such as increasing costs, risks, or rework, and they may not address the root causes of the delays. Conflict management is a process of resolving disagreements among project stakeholders, such as team members, sponsors, customers, or suppliers5. However, conflict management may not be effective if the delays are caused by external factors, such as holidays, that are beyond the control of the project team.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11.1.3.1 2 A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
C Sixth Edition, Chapter 11.5.2 3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11.4.2.1 4 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 6.6 5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 9.5
Question #337
The project sponsor on an agile project informed the project lead that an executive would like an update on the project’s progress.
What should the project lead do?
- A . Provide a link to the project’s shared drive for the executive to search through for any artifacts that are of interest.
- B . Invite the executive to the project’s meeting space to determine if the project information radiators meet their needs
- C . Reach out to the project management office (PMO) for status report templates and provide project updates in that format
- D . Ask the project sponsor or product owner to provide an update since the project lead should be trying to keep the team free from impediments
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 7th edition, section 14.2.2, “Information radiators are highly visible displays of project information that are easily accessible and frequently updated. They are used to communicate project status and progress to the project team and other stakeholders, especially in agile or hybrid approaches.” Therefore, the project lead should invite the executive to the project’s meeting space to determine if the project information radiators meet their needs, as this is the most effective and transparent way to provide an update on the project’s progress in an agile environment. Providing a link to the project’s shared drive for the executive to search through for any artifacts that are of interest (option A) may not be user-friendly or efficient, as the executive may not know what to look for or how to interpret the artifacts. Reaching out to the PMO for status report templates and providing project updates in that format (option C) may not be aligned with the agile principles or values, as it may introduce unnecessary documentation or bureaucracy. Asking the project sponsor or product owner to provide an update since the project lead should be trying to keep the team free from impediments (option D) may not be appropriate or respectful, as the project lead should also be responsible for communicating with the stakeholders and ensuring their satisfaction.
Reference: PMBOK Guide, 7th edition, section 14.2.2 PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 183, question 20
B
Explanation:
According to the PMBOK Guide, 7th edition, section 14.2.2, “Information radiators are highly visible displays of project information that are easily accessible and frequently updated. They are used to communicate project status and progress to the project team and other stakeholders, especially in agile or hybrid approaches.” Therefore, the project lead should invite the executive to the project’s meeting space to determine if the project information radiators meet their needs, as this is the most effective and transparent way to provide an update on the project’s progress in an agile environment. Providing a link to the project’s shared drive for the executive to search through for any artifacts that are of interest (option A) may not be user-friendly or efficient, as the executive may not know what to look for or how to interpret the artifacts. Reaching out to the PMO for status report templates and providing project updates in that format (option C) may not be aligned with the agile principles or values, as it may introduce unnecessary documentation or bureaucracy. Asking the project sponsor or product owner to provide an update since the project lead should be trying to keep the team free from impediments (option D) may not be appropriate or respectful, as the project lead should also be responsible for communicating with the stakeholders and ensuring their satisfaction.
Reference: PMBOK Guide, 7th edition, section 14.2.2 PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 183, question 20
Question #338
During the execution of a project within an operations function the project manager encounters scope changes and a delay in the delivery of critical tasks.
How should the project manager address this situation?
- A . Communicate the concerns to the project management office (PMO) during the weekly project reports
- B . Call for a team meeting to decide if the changes should be included
- C . Initiate the change request to modify the scope and adjust the timelines
- D . Conduct an impact analysis and present the results to the steering committee for approval
Correct Answer: C
C
Explanation:
The project manager should initiate the change request to modify the scope and adjust the timelines. This is because the project manager is responsible for managing the project scope and ensuring that the project delivers the agreed outcomes within the approved budget and schedule. When the project manager encounters scope changes and a delay in the delivery of critical tasks, they should follow the change management process as defined in the project management plan. This process involves initiating a change request that describes the proposed changes, their impact, and their justification. The change request should then be submitted to the appropriate authority, such as the change control board or the steering committee, for review and approval. The project manager should also update the project documents, such as the scope baseline, the schedule baseline, and the cost baseline, to reflect the approved changes. The project manager should communicate the changes and their implications to the relevant stakeholders, such as the project team, the PMO, the sponsor, and the customer.
Reference: PMBOK Guide, 6th edition, section 4.6, page 115, PMP Exam Prep, 10th edition, page 180
C
Explanation:
The project manager should initiate the change request to modify the scope and adjust the timelines. This is because the project manager is responsible for managing the project scope and ensuring that the project delivers the agreed outcomes within the approved budget and schedule. When the project manager encounters scope changes and a delay in the delivery of critical tasks, they should follow the change management process as defined in the project management plan. This process involves initiating a change request that describes the proposed changes, their impact, and their justification. The change request should then be submitted to the appropriate authority, such as the change control board or the steering committee, for review and approval. The project manager should also update the project documents, such as the scope baseline, the schedule baseline, and the cost baseline, to reflect the approved changes. The project manager should communicate the changes and their implications to the relevant stakeholders, such as the project team, the PMO, the sponsor, and the customer.
Reference: PMBOK Guide, 6th edition, section 4.6, page 115, PMP Exam Prep, 10th edition, page 180
Question #339
A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company’s strategy, investment, and compliance requirements.
What should the project manager do?
- A . Replicate the organizational governance to the project governance.
- B . Put into place a project governance model in line with the requirements.
- C . Create an organizational project management governance.
- D . Ask the organization to create a project portfolio governance.
Correct Answer: B
B
Explanation:
The project manager should establish a project governance model that aligns with the company’s strategic, investment, and compliance requirements. This involves creating a structure that provides oversight, decision-making processes, and performance measurement to guide the project in accordance with the company’s objectives. It is essential to tailor the governance model to the specific needs of the project while ensuring it supports the organization’s broader governance framework1.
Reference: PMBOK® Guide C Sixth Edition
“Project Governance Critical Success” by Salina Sandra Alie, MSc, BSc, PMP1.
“Governance of Portfolios, Programs, and Projects: A Practice Guide” by PMI2.
B
Explanation:
The project manager should establish a project governance model that aligns with the company’s strategic, investment, and compliance requirements. This involves creating a structure that provides oversight, decision-making processes, and performance measurement to guide the project in accordance with the company’s objectives. It is essential to tailor the governance model to the specific needs of the project while ensuring it supports the organization’s broader governance framework1.
Reference: PMBOK® Guide C Sixth Edition
“Project Governance Critical Success” by Salina Sandra Alie, MSc, BSc, PMP1.
“Governance of Portfolios, Programs, and Projects: A Practice Guide” by PMI2.
Question #340
A complex project is m its execution phase. The project is set up to produce both predictive and incremental deliverables. The agile team is running late on their tasks There is a resource on the agile team who is responsible for producing progress reports for the project manager This resource has the required skills to help other team members with their workload
What should the project manager do to optimize the time of the resource who produces the progress reports?
- A . Work more closely with the agile team to eliminate the need for progress reports
- B . Record this in the issue log and find a resource to produce the reports
- C . Produce the progress reports on their own
- D . Engage a new resource to produce the progress reports
Correct Answer: A
A
Explanation:
In the context of project management, particularly in an agile environment, the project manager should work more closely with the agile team to eliminate the need for progress reports1. This approach allows the resource who was previously responsible for producing progress reports to utilize their skills to assist other team members with their workload1. This strategy not only optimizes the time of the resource but also enhances the productivity and performance of the entire team1. It is important to note that effective time management and resource optimization are critical for the success of a project23.
Reference:
What Is Resource Optimization? Techniques & Best Practices – ProjectManager 10 Time Management Strategies for Project Managers – Atlassian Community. The project manager role ― responsibilities, skills, and more – Adobe
A
Explanation:
In the context of project management, particularly in an agile environment, the project manager should work more closely with the agile team to eliminate the need for progress reports1. This approach allows the resource who was previously responsible for producing progress reports to utilize their skills to assist other team members with their workload1. This strategy not only optimizes the time of the resource but also enhances the productivity and performance of the entire team1. It is important to note that effective time management and resource optimization are critical for the success of a project23.
Reference:
What Is Resource Optimization? Techniques & Best Practices – ProjectManager 10 Time Management Strategies for Project Managers – Atlassian Community. The project manager role ― responsibilities, skills, and more – Adobe