Practice Free PMP Exam Online Questions
Question #341
DRAG DROP
The project manager is having difficulty communicating with one of the team members. The team member recently attended a training course and has been training other team members in a new agile technique However sometimes the team member is forceful in pushing ideas even if other team members are uncomfortable
What personality indicators should the project manager consider when determining what communication style to use with this team member?
Correct Answer:
Question #342
A global company hired a project manager for a new implementation at all of its sites After reviewing the business case and project charter, the project manager notes that the project team has different locations and regions to consider.
What should the project manager do to address this situation?
- A . Inform the steering committee of the situation and request additional resources.
- B . Coordinate virtual and face-to-face meetings at each site to improve communication
- C . Coordinate virtual meetings to assess the project team’s communication needs
- D . Inform the project sponsor of this situation and request cultural orientation training.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23.
Reference: 1: PMBOK Guide, 6th edition, page 377
2: PMBOK Guide, 6th edition, page 378
3: PMBOK Guide, 6th edition, page 379
B
Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23.
Reference: 1: PMBOK Guide, 6th edition, page 377
2: PMBOK Guide, 6th edition, page 378
3: PMBOK Guide, 6th edition, page 379
Question #343
After difficult negotiations, a customer committed to pay the cost for changes to the project scope. The team seems unhappy as the project completion time will take longer than previously scheduled.
How should the project manager support the outcome of the new agreement?
- A . Motivate the team and deploy the necessary resources.
- B . Find a way to maintain the project schedule.
- C . Impose authority on the project.
- D . Request additional resources from the sponsor and motivate the team.
Correct Answer: A
A
Explanation:
The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards” PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”
PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”
A
Explanation:
The project manager should motivate the team and deploy the necessary resources to support the outcome of the new agreement. This is because the team may feel demotivated or frustrated by the changes in the project scope and schedule, which can affect their performance and morale. The project manager should acknowledge the team’s concerns, communicate the benefits of the new agreement, and provide recognition and rewards for their efforts. The project manager should also ensure that the team has the adequate resources, such as staff, equipment, materials, and budget, to complete the project successfully. The project manager should not find a way to maintain the project schedule, as this may compromise the quality or scope of the project. The project manager should not impose authority on the project, as this may create resentment or resistance among the team members. The project manager should not request additional resources from the sponsor and motivate the team, as this may not be feasible or necessary, depending on the nature and extent of the changes.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, “Team Recognition and Rewards” PMBOK® Guide, 6th edition, Section 9.4.3.1, “Change Requests”
PMBOK® Guide, 6th edition, Section 4.2.3.1, “Project Management Plan Updates”
Question #344
A project manager is working on a complex project with a high degree of change.
What strategy should the project manager use to ensure a successful project completion?
- A . Update the project management plan to reduce the possibility of scope creep.
- B . Schedule a regular risk review with the project management team.
- C . Increase the active engagement and participation of key stakeholders.
- D . Create a project change roadmap to keep track of all unforeseen changes.
Correct Answer: C
C
Explanation:
For a complex project with a high degree of change, increasing the active engagement and participation of key stakeholders is crucial. This strategy ensures that stakeholders are involved in the decision-making process, which can help in managing expectations, gaining valuable insights, and fostering a sense of ownership among all parties involved. It also aids in identifying potential risks and changes early on, allowing for a more adaptive and responsive approach to project management.
Reference: PMBOK® Guide C Sixth Edition.
The Standard for Business Analysis C PMI-PBA® Guide.
Project Management Institute’s resources on stakeholder engagement and communication.
C
Explanation:
For a complex project with a high degree of change, increasing the active engagement and participation of key stakeholders is crucial. This strategy ensures that stakeholders are involved in the decision-making process, which can help in managing expectations, gaining valuable insights, and fostering a sense of ownership among all parties involved. It also aids in identifying potential risks and changes early on, allowing for a more adaptive and responsive approach to project management.
Reference: PMBOK® Guide C Sixth Edition.
The Standard for Business Analysis C PMI-PBA® Guide.
Project Management Institute’s resources on stakeholder engagement and communication.
Question #345
A project manager works for an organization that intends to begin using agile delivery, but there is a lack of support from some business units. The project manager needs to address the lack of trust in agile.
What should the project manager recommend?
- A . Implement and establish an agile framework for the project.
- B . Hire a team of contractors for agile project delivery.
- C . Define detailed work instructions for agile project delivery.
- D . Negotiate special arrangements for an agile pilot project.
Correct Answer: D
D
Explanation:
To address the lack of trust in agile within an organization, it is often effective to start with a pilot project. This allows the organization to see the benefits of agile in action without fully committing to a large-scale transformation. A pilot project can serve as a proof of concept, demonstrating the value of agile delivery and helping to build trust among skeptical business units. It provides an opportunity for the organization to learn and adapt the agile framework in a controlled environment, which can then be scaled up based on the success of the pilot12.
Reference: TrustCthe key for successful delivery using agile methods1.
How to Build Trust to Enable Agility | Scrum.org2.
Exam PMP topic 1 question 911 discussion3.
How to Choose a Pilot Project for Agile Transformation4.
D
Explanation:
To address the lack of trust in agile within an organization, it is often effective to start with a pilot project. This allows the organization to see the benefits of agile in action without fully committing to a large-scale transformation. A pilot project can serve as a proof of concept, demonstrating the value of agile delivery and helping to build trust among skeptical business units. It provides an opportunity for the organization to learn and adapt the agile framework in a controlled environment, which can then be scaled up based on the success of the pilot12.
Reference: TrustCthe key for successful delivery using agile methods1.
How to Build Trust to Enable Agility | Scrum.org2.
Exam PMP topic 1 question 911 discussion3.
How to Choose a Pilot Project for Agile Transformation4.
Question #346
A large corporation is transforming itself from a predictive to agile approach A project team with knowledge of agile practices is experiencing significant conflicts with the executives regarding the processes to be followed.
How should these conflicts be resolved?
- A . Include the executives in team retrospectives
- B . Train the executives on agile practices
- C . Negotiate with the executives and agree on a process.
- D . Request that the executives use agile practices
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 7th edition, one of the challenges of agile project management is to align the expectations and understanding of the stakeholders with the agile values and principles. This is especially important when the organization is transitioning from a predictive to an agile approach, as there may be resistance or confusion from the executives who are used to a different way of working. Therefore, the best way to resolve the conflicts between the project team and the executives is to train the executives on agile practices, such as iterative development, adaptive planning, customer collaboration, and continuous improvement. This will help the executives to appreciate the benefits of agile, support the project team, and provide constructive feedback. Training the executives on agile practices will also foster a culture of trust, respect, and empowerment, which are essential for agile project success.
Reference: PMBOK Guide, 7th edition, page 14, Section 1.3.2, Agile Project Management; page 17, Section 1.4.2, Agile Mindset; page 19, Section 1.5, Agile Principles.
B
Explanation:
According to the PMBOK Guide, 7th edition, one of the challenges of agile project management is to align the expectations and understanding of the stakeholders with the agile values and principles. This is especially important when the organization is transitioning from a predictive to an agile approach, as there may be resistance or confusion from the executives who are used to a different way of working. Therefore, the best way to resolve the conflicts between the project team and the executives is to train the executives on agile practices, such as iterative development, adaptive planning, customer collaboration, and continuous improvement. This will help the executives to appreciate the benefits of agile, support the project team, and provide constructive feedback. Training the executives on agile practices will also foster a culture of trust, respect, and empowerment, which are essential for agile project success.
Reference: PMBOK Guide, 7th edition, page 14, Section 1.3.2, Agile Project Management; page 17, Section 1.4.2, Agile Mindset; page 19, Section 1.5, Agile Principles.
Question #347
Due to delays on some activities one of the project team members has increased the scope without any approval.
What should the project manager do next?
- A . Remove the changes to match the original requirements.
- B . Add team members to the project to avoid more schedule delays.
- C . Evaluate the impacts of the changes that were made to the project
- D . Update project documentation with the new scope
Correct Answer: C
C
Explanation:
The project manager should evaluate the impacts of the changes that were made to the project without any approval. This is because any change in the scope can affect the other project constraints, such as time, cost, quality, risk, and stakeholder satisfaction. The project manager should use the change management plan and the integrated change control process to assess the impacts of the changes, determine the appropriate actions, and obtain the necessary approvals. The project manager should also communicate with the project team member who made the changes and explain the importance of following the change control procedures. The project manager should not remove the changes without evaluating them, as they may have some value or benefit for the project. The project manager should not add team members to the project without analyzing the resource requirements and availability. The project manager should not update the project documentation with the new scope without validating and approving the changes.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK® Guide, 6th edition, Section 4.6, pp. 129-131
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 3, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.4.2, p. 118
C
Explanation:
The project manager should evaluate the impacts of the changes that were made to the project without any approval. This is because any change in the scope can affect the other project constraints, such as time, cost, quality, risk, and stakeholder satisfaction. The project manager should use the change management plan and the integrated change control process to assess the impacts of the changes, determine the appropriate actions, and obtain the necessary approvals. The project manager should also communicate with the project team member who made the changes and explain the importance of following the change control procedures. The project manager should not remove the changes without evaluating them, as they may have some value or benefit for the project. The project manager should not add team members to the project without analyzing the resource requirements and availability. The project manager should not update the project documentation with the new scope without validating and approving the changes.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK® Guide, 6th edition, Section 4.6, pp. 129-131
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV:
Traceability and Monitoring, Task 3, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.4.2, p. 118
Question #348
Due to organizational changes: several key stakeholders are replaced by new ones in the middle of a project. As a result, numerous new requirements are raised.
What should the project manager do to ensure success of the project?
- A . Review and prioritize new requirements with stakeholders to determine which change requests are needed.
- B . Escalate the issue to the project sponsor and seek support to keep the original requirements.
- C . Seek immediate approval to amend the project timeline and budget in order to deliver all new requirements
- D . Emphasize to the new stakeholders that new requirements are not allowed at this stage of the project
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, 6th edition, page 141, the project manager should engage with stakeholders throughout the project life cycle to ensure that their needs and expectations are met. When there are changes in the stakeholder environment, such as new or replaced stakeholders, the project manager should identify them and assess their impact on the project. The project manager should also review and prioritize the new requirements with the stakeholders and analyze how they affect the project scope, schedule, cost, quality, and risk. The project manager should then follow the change control process to submit, evaluate, approve, and implement the change requests that are needed to accommodate the new requirements. This approach ensures that the project manager maintains effective communication, collaboration, and alignment with the stakeholders, and delivers a product, service, or result that meets their needs and expectations.
The other options are not the best choices because they do not address the new requirements in a proactive and collaborative manner.
Option B is not the best choice because it implies that the project manager is trying to avoid the new requirements and resist the change, which could create conflict and dissatisfaction among the stakeholders.
Option C is not the best choice because it implies that the project manager is accepting all the new requirements without analyzing their impact and feasibility, which could lead to scope creep, unrealistic expectations, and poor quality.
Option D is not the best choice because it implies that the project manager is imposing a rigid and inflexible approach to the project, which could alienate the new stakeholders and jeopardize their support and engagement.
Reference: PMBOK Guide, 6th edition, pages 141-142, 161-162, 171-172
PMP Exam Questions – Part 17 (Q 161-170), YouTube video by Certify Me Now
[PMP Exam Prep: 100% Coverage for PMP Exam Success], Udemy course by Joseph Phillips
A
Explanation:
According to the PMBOK Guide, 6th edition, page 141, the project manager should engage with stakeholders throughout the project life cycle to ensure that their needs and expectations are met. When there are changes in the stakeholder environment, such as new or replaced stakeholders, the project manager should identify them and assess their impact on the project. The project manager should also review and prioritize the new requirements with the stakeholders and analyze how they affect the project scope, schedule, cost, quality, and risk. The project manager should then follow the change control process to submit, evaluate, approve, and implement the change requests that are needed to accommodate the new requirements. This approach ensures that the project manager maintains effective communication, collaboration, and alignment with the stakeholders, and delivers a product, service, or result that meets their needs and expectations.
The other options are not the best choices because they do not address the new requirements in a proactive and collaborative manner.
Option B is not the best choice because it implies that the project manager is trying to avoid the new requirements and resist the change, which could create conflict and dissatisfaction among the stakeholders.
Option C is not the best choice because it implies that the project manager is accepting all the new requirements without analyzing their impact and feasibility, which could lead to scope creep, unrealistic expectations, and poor quality.
Option D is not the best choice because it implies that the project manager is imposing a rigid and inflexible approach to the project, which could alienate the new stakeholders and jeopardize their support and engagement.
Reference: PMBOK Guide, 6th edition, pages 141-142, 161-162, 171-172
PMP Exam Questions – Part 17 (Q 161-170), YouTube video by Certify Me Now
[PMP Exam Prep: 100% Coverage for PMP Exam Success], Udemy course by Joseph Phillips
Question #349
The programming activities of a project were planned to last 35 days per module but the programming of the first module has taken 45 days.
What should the project manager do?
- A . Ask the team to work overtime to complete the deliverable on time
- B . Evaluate the situation and identify ways to compress the schedule without impacting baselines
- C . Check the scope to verify if there is scope creep and get the project on schedule
- D . Submit a change request to the project sponsor to change the schedule
Correct Answer: B
B
Explanation:
The project manager should evaluate the situation and identify ways to compress the schedule without impacting baselines, as this is a strategy for handling delays in project programming activities. According to the PMI website, project delays can occur due to various reasons, such as complexity, resource constraints, poor communication, or risk management issues. When a project is behind schedule or at risk of a critical delay, the project manager should analyze the root causes and the impact of the delay, and determine the best course of action to bring the project back on track. One of the possible actions is to compress the schedule, which is a technique to shorten the project duration without changing the project scope. There are two methods of schedule compression: crashing and fast-tracking. Crashing involves adding or adjusting resources, such as people, equipment, or materials, to critical path activities, to reduce their duration. Fast-tracking involves performing critical path activities in parallel or partially in parallel, to reduce their overall duration. Both methods have advantages and disadvantages, and the project manager should weigh them carefully before applying them. The project manager should also monitor and control the schedule performance, and communicate any changes or updates to the stakeholders1.
The other options, asking the team to work overtime, checking the scope, or submitting a change request, are not the best ways to handle delays in project programming activities. Asking the team to work overtime may not be feasible or effective, as it may increase costs, risks, or rework, and may also demotivate or burn out the team members. Checking the scope may help the project manager to verify if there is scope creep, which is the uncontrolled expansion of the project scope, but it may not address the actual causes or consequences of the delay. Submitting a change request may help the project manager to follow the change management process and seek approval from the project sponsor or the change control board, but it may not be necessary or desirable, as it may imply that the project manager is unable to manage the schedule within the agreed baselines.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 6.6 2 Business Analysis for Practitioners: A Practice Guide, Chapter 4.3.4 3.
How to Manage Project Delays: 6 Effective Tips – ProProfs Project Blog 4.
How Can Project Managers Handle Project Delays? – Online Tutorials Library 5 Dealing with delays – Project Management Institute
B
Explanation:
The project manager should evaluate the situation and identify ways to compress the schedule without impacting baselines, as this is a strategy for handling delays in project programming activities. According to the PMI website, project delays can occur due to various reasons, such as complexity, resource constraints, poor communication, or risk management issues. When a project is behind schedule or at risk of a critical delay, the project manager should analyze the root causes and the impact of the delay, and determine the best course of action to bring the project back on track. One of the possible actions is to compress the schedule, which is a technique to shorten the project duration without changing the project scope. There are two methods of schedule compression: crashing and fast-tracking. Crashing involves adding or adjusting resources, such as people, equipment, or materials, to critical path activities, to reduce their duration. Fast-tracking involves performing critical path activities in parallel or partially in parallel, to reduce their overall duration. Both methods have advantages and disadvantages, and the project manager should weigh them carefully before applying them. The project manager should also monitor and control the schedule performance, and communicate any changes or updates to the stakeholders1.
The other options, asking the team to work overtime, checking the scope, or submitting a change request, are not the best ways to handle delays in project programming activities. Asking the team to work overtime may not be feasible or effective, as it may increase costs, risks, or rework, and may also demotivate or burn out the team members. Checking the scope may help the project manager to verify if there is scope creep, which is the uncontrolled expansion of the project scope, but it may not address the actual causes or consequences of the delay. Submitting a change request may help the project manager to follow the change management process and seek approval from the project sponsor or the change control board, but it may not be necessary or desirable, as it may imply that the project manager is unable to manage the schedule within the agreed baselines.
Reference: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 6.6 2 Business Analysis for Practitioners: A Practice Guide, Chapter 4.3.4 3.
How to Manage Project Delays: 6 Effective Tips – ProProfs Project Blog 4.
How Can Project Managers Handle Project Delays? – Online Tutorials Library 5 Dealing with delays – Project Management Institute
Question #350
An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance.
However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses.
Which project management approach should the project manager select for this project?
- A . Hybrid
- B . Incremental
- C . Agile
- D . Phased
Correct Answer: A
A
Explanation:
The Hybrid approach is suitable for projects that require both a structured plan and the flexibility to adapt to changes as the project progresses. This approach combines elements of both traditional (predictive) and Agile (adaptive) methodologies. For the phases that must be completely planned in advance due to strict regulations, the traditional project management practices can be applied. For other phases that allow more flexibility, Agile practices can be incorporated to accommodate new information and changes. This ensures that while the project adheres to necessary regulations, it also remains responsive to evolving project requirements.
Reference: The information aligns with the principles outlined by the Project Management Institute (PMI) regarding hybrid project management approaches, which advocate for the integration of both predictive and adaptive project management practices to suit the varying needs of different project phases1234.
A
Explanation:
The Hybrid approach is suitable for projects that require both a structured plan and the flexibility to adapt to changes as the project progresses. This approach combines elements of both traditional (predictive) and Agile (adaptive) methodologies. For the phases that must be completely planned in advance due to strict regulations, the traditional project management practices can be applied. For other phases that allow more flexibility, Agile practices can be incorporated to accommodate new information and changes. This ensures that while the project adheres to necessary regulations, it also remains responsive to evolving project requirements.
Reference: The information aligns with the principles outlined by the Project Management Institute (PMI) regarding hybrid project management approaches, which advocate for the integration of both predictive and adaptive project management practices to suit the varying needs of different project phases1234.