Practice Free PMP Exam Online Questions
Question #351
A vendor project manager and team are implementing a software solution across the organization. A customer stakeholder who was not present during the sales process is demanding that the team implement requirements that are out of scope without adding additional cost to the project.
What should the project manager do next?
- A . Escalate the issue of the additional requirements to the executive leadership team.
- B . Refer the stakeholder to the delivery specifications in the statement of work (SOW).
- C . Implement all the requirements the customer has requested.
- D . Adjust the scope baseline and schedule baseline accordingly.
Correct Answer: B
B
Explanation:
When a stakeholder demands the implementation of requirements that are out of scope without additional cost, the project manager should refer to the project’s statement of work (SOW). The SOW is a formal document that defines the work activities, deliverables, and timeline a vendor will execute for a customer. It serves as a legally binding agreement that specifies what is included in the project scope and, by extension, what is not. If the stakeholder’s demands are not included in the SOW, they are considered out of scope, and the project manager should clarify this to the stakeholder. Implementing out-of-scope requirements without adjusting the project’s cost, time, and resources can lead to scope creep, which can jeopardize the project’s success.
Reference: The answer is verified with the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI12345.
B
Explanation:
When a stakeholder demands the implementation of requirements that are out of scope without additional cost, the project manager should refer to the project’s statement of work (SOW). The SOW is a formal document that defines the work activities, deliverables, and timeline a vendor will execute for a customer. It serves as a legally binding agreement that specifies what is included in the project scope and, by extension, what is not. If the stakeholder’s demands are not included in the SOW, they are considered out of scope, and the project manager should clarify this to the stakeholder. Implementing out-of-scope requirements without adjusting the project’s cost, time, and resources can lead to scope creep, which can jeopardize the project’s success.
Reference: The answer is verified with the principles found in the PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis Reference Materials provided by PMI12345.
Question #352
A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time.
What should the project manager do to ensure success?
- A . Increase the capacity of the team to deliver the completed backlog on time.
- B . Ask the customer to reduce the backlog to meet the launch date.
- C . Assist the team in defining a minimum viable product (MVP) by the launch date.
- D . Schedule a meeting with the stakeholders to review the contingency plan.
Correct Answer: C
C
Explanation:
In situations where it is not feasible to deliver all the features in the required time, focusing on defining a Minimum Viable Product (MVP) is a strategic approach. An MVP is the version of a new product that allows the team to collect the maximum amount of validated learning about customers with the least effort. It is a core concept in agile methodologies, which emphasizes the importance of delivering a product incrementally, starting with the most essential features that provide value to the customer12. By assisting the team in defining an MVP, the project manager can ensure that the most critical features are ready by the launch date, providing a functional product to the market while continuing to develop and refine additional features over time.
Reference: Disciplined Agile at Project Management Institute.
Atlassian’s Agile Coach.
C
Explanation:
In situations where it is not feasible to deliver all the features in the required time, focusing on defining a Minimum Viable Product (MVP) is a strategic approach. An MVP is the version of a new product that allows the team to collect the maximum amount of validated learning about customers with the least effort. It is a core concept in agile methodologies, which emphasizes the importance of delivering a product incrementally, starting with the most essential features that provide value to the customer12. By assisting the team in defining an MVP, the project manager can ensure that the most critical features are ready by the launch date, providing a functional product to the market while continuing to develop and refine additional features over time.
Reference: Disciplined Agile at Project Management Institute.
Atlassian’s Agile Coach.
Question #353
A project manager for a large software delivery project is in the process of finalizing the project governance,. The project manager would like to implement procedures that do not align with several policies required by the organization’s project management office (PMO). The project manager believes that the procedures outlined in the project governance will be necessary for this particular project due to the unique nature of the technology.
What should the project manager do?
- A . Engage stakeholders to modify policies outlined by the PMO.
- B . Move forward with the project governance and inform the PMO.
- C . Discuss the proposed changes with the PMO.
- D . Disregard the initial procedures and follow the policies outlined by the PMO,
Correct Answer: C
C
Explanation:
The project manager believes that the procedures outlined in the project governance will be necessary for this particular project due to its unique nature. However, these procedures do not align with several policies required by the organization’s Project Management Office (PMO). In such a situation, the project manager should discuss the proposed changes with the PMO. The PMO is responsible for maintaining standards for project management within the organization. They can provide guidance and decide whether an exception can be made for this particular project.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide.
C
Explanation:
The project manager believes that the procedures outlined in the project governance will be necessary for this particular project due to its unique nature. However, these procedures do not align with several policies required by the organization’s Project Management Office (PMO). In such a situation, the project manager should discuss the proposed changes with the PMO. The PMO is responsible for maintaining standards for project management within the organization. They can provide guidance and decide whether an exception can be made for this particular project.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide.
Question #354
A project manager finds that there are knowledge gaps in the project team relating to the core competencies required to deliver the desired results.
What should the project manager do to achieve the desired results?
- A . Communicate the situation to the team and plan for the necessary training and coaching arrangements
- B . Report the situation back to upper management and request to have the scope changed
- C . Plan to hire more experienced team members and lay off a few of the existing team members.
- D . Communicate the situation to the customer and inform them about potential delays in delivery.
Correct Answer: A
A
Explanation:
The project manager is responsible for ensuring that the project team has the necessary skills and competencies to perform the project work. If there are knowledge gaps in the team, the project manager should communicate the situation to the team and plan for the appropriate training and coaching arrangements to address them. This will help the team to improve their performance and achieve the desired results. The other options are not appropriate because they do not address the root cause of the problem and may have negative consequences for the project. Reporting the situation to upper management and requesting a scope change may not be feasible or acceptable. Hiring new team members and laying off existing ones may disrupt the team dynamics and morale. Communicating the situation to the customer and informing them about potential delays may damage the trust and relationship with the customer.
Reference: PMBOK Guide 6th Edition, page 335, section 9.2.2.3
PMP Exam Prep, page 265, section 9.2
Disclaimer: This answer is generated by Copilot, an AI companion. It is not intended to be a
substitute for professional advice or guidance. Copilot does not guarantee the accuracy, completeness, or validity of the answer. The user is solely responsible for verifying the answer and using it at their own risk. Copilot is not affiliated with PMI or any other organization.
A
Explanation:
The project manager is responsible for ensuring that the project team has the necessary skills and competencies to perform the project work. If there are knowledge gaps in the team, the project manager should communicate the situation to the team and plan for the appropriate training and coaching arrangements to address them. This will help the team to improve their performance and achieve the desired results. The other options are not appropriate because they do not address the root cause of the problem and may have negative consequences for the project. Reporting the situation to upper management and requesting a scope change may not be feasible or acceptable. Hiring new team members and laying off existing ones may disrupt the team dynamics and morale. Communicating the situation to the customer and informing them about potential delays may damage the trust and relationship with the customer.
Reference: PMBOK Guide 6th Edition, page 335, section 9.2.2.3
PMP Exam Prep, page 265, section 9.2
Disclaimer: This answer is generated by Copilot, an AI companion. It is not intended to be a
substitute for professional advice or guidance. Copilot does not guarantee the accuracy, completeness, or validity of the answer. The user is solely responsible for verifying the answer and using it at their own risk. Copilot is not affiliated with PMI or any other organization.
Question #355
In a multinational multi location project with virtual teams a project manager has established a project baseline. The project manager discovers that multiple risk elements have appeared. The project manager did not foresee these risks during the planning stage of the project.
What should the project manager calculate to address this critical budgetary situation? (Choose two)
- A . Contingency control in the project and rebaseline
- B . Mitigation control in the project
- C . Benefits management control in the project
- D . Integrated change control in the project
- E . Currency exchange rate
Correct Answer: AD
AD
Explanation:
Contingency control in the project and rebaseline is a process that involves adjusting the project baseline to account for the impact of unforeseen risks. This allows the project manager to update the project scope, schedule, and cost baselines to reflect the current situation and avoid further deviations. Integrated change control in the project is a process that ensures that any changes to the project are reviewed, approved, and communicated to all stakeholders. This helps the project manager to manage the expectations of the project sponsors, customers, and team members, and to maintain the alignment of the project objectives with the business needs.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, Seventh Edition, Section 4.5.3, “Contingency Control” PMBOK Guide, Seventh Edition, Section 4.6.3, “Integrated Change Control”
AD
Explanation:
Contingency control in the project and rebaseline is a process that involves adjusting the project baseline to account for the impact of unforeseen risks. This allows the project manager to update the project scope, schedule, and cost baselines to reflect the current situation and avoid further deviations. Integrated change control in the project is a process that ensures that any changes to the project are reviewed, approved, and communicated to all stakeholders. This helps the project manager to manage the expectations of the project sponsors, customers, and team members, and to maintain the alignment of the project objectives with the business needs.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, Seventh Edition, Section 4.5.3, “Contingency Control” PMBOK Guide, Seventh Edition, Section 4.6.3, “Integrated Change Control”
Question #356
A project manager is in the process of creating a strengths-based team and is organizing a series of workshops to identify and document the strengths of each project team member. During this session, there are multiple team members who are not actively participating. These meetings are becoming futile due to a lack of participation.
What should the project manager do?
- A . Have a one-on-one discussion with each team member to emphasize their individual talents.
- B . Document the behavior of the team members and highlight it during their performance reviews.
- C . Identify the team members who are not participating and reprimand them.
- D . Explain the benefits of the approach and the effects of positive psychology.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.
The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.
Reference: 1: PMBOK Guide, 6th edition, p. 336
2: The Benefits of a Strengths-Based Team
3: What Is Positive Psychology & Why Is It Important?
4: Positive Psychology | Psychology Today
5: 10 Effective Tips On.
How To Lead A Strengths-Based Team
D
Explanation:
According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.
The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.
Reference: 1: PMBOK Guide, 6th edition, p. 336
2: The Benefits of a Strengths-Based Team
3: What Is Positive Psychology & Why Is It Important?
4: Positive Psychology | Psychology Today
5: 10 Effective Tips On.
How To Lead A Strengths-Based Team
Question #357
A key team member informs the project manager that they have been accepted to a master’s degree program. The team member explains that the first semester of the master’s program will coincide with the last phase of the project.
What should the project manager do?
- A . Ask the team member to delegate some of their tasks to another colleague during the last phase of the project.
- B . Suggest the team member postpone their enrollment in the master’s program until the project is completed.
- C . Ask the team member to inform human resources (HR) about their enrollment in the master’s program.
- D . Assess the team member’s commitment to the master’s program and its impact on project performance.
Correct Answer: D
D
Explanation:
The PMBOK® Guide emphasizes the importance of team dynamics and project performance. In this scenario, the project manager should assess the impact of the team member’s enrollment in a master’s program on the project’s performance. This involves understanding the team member’s commitment to both the master’s program and the project, and determining how their coursework might affect their project responsibilities. The goal is to ensure that the project’s last phase can be completed successfully without compromising the team member’s educational goals123.
Reference: PMBOK® Guide and Standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials.
D
Explanation:
The PMBOK® Guide emphasizes the importance of team dynamics and project performance. In this scenario, the project manager should assess the impact of the team member’s enrollment in a master’s program on the project’s performance. This involves understanding the team member’s commitment to both the master’s program and the project, and determining how their coursework might affect their project responsibilities. The goal is to ensure that the project’s last phase can be completed successfully without compromising the team member’s educational goals123.
Reference: PMBOK® Guide and Standards foundational documents; Professional in Business Analysis (PMI-PBA) reference materials.
Question #358
A project manager is working on a unique project that is dissimilar to the project nature of the organization. The project manager is tailoring the artifacts for this new project.
Who should determine which artifacts should be used in the project?
- A . The project sponsor should select the project artifacts that the project manager and project management team should use in the project.
- B . The project manager and project management team should use the standard project artifacts from the database.
- C . The project stakeholders should meet and determine the project artifacts to be used by the project manager and the project management team.
- D . The project manager and the project management team should select the appropriate artifacts for use in the specific project.
Correct Answer: D
D
Explanation:
Tailoring project artifacts is a critical process in project management, particularly when dealing with unique projects that differ from an organization’s usual operations. The PMBOK Guide emphasizes that artifacts should be tailored according to the nature and characteristics of the project, taking into account the applicable development approach, whether it’s predictive, Agile, or hybrid1234. This tailoring process involves the project manager and the project management team selecting the appropriate artifacts that best support the project’s delivery approach, deliverables, and organizational environment4. It is their responsibility to determine which artifacts are necessary and relevant for the specific project at hand, ensuring that the project’s documentation aligns with its unique requirements and goals1234.
Reference: PM Study Circle: “A Guide to Project Management Artifacts: PMP Exam 2024 Tips” 1 PM Study Circle: “What are Project Artifacts? Definition, Meaning, and Example” 2 Hatchett Project: “What is Project Tailoring?” 3 Project Management Academy: “Project Management Artifacts: Definition, Types, and Phases” 4
D
Explanation:
Tailoring project artifacts is a critical process in project management, particularly when dealing with unique projects that differ from an organization’s usual operations. The PMBOK Guide emphasizes that artifacts should be tailored according to the nature and characteristics of the project, taking into account the applicable development approach, whether it’s predictive, Agile, or hybrid1234. This tailoring process involves the project manager and the project management team selecting the appropriate artifacts that best support the project’s delivery approach, deliverables, and organizational environment4. It is their responsibility to determine which artifacts are necessary and relevant for the specific project at hand, ensuring that the project’s documentation aligns with its unique requirements and goals1234.
Reference: PM Study Circle: “A Guide to Project Management Artifacts: PMP Exam 2024 Tips” 1 PM Study Circle: “What are Project Artifacts? Definition, Meaning, and Example” 2 Hatchett Project: “What is Project Tailoring?” 3 Project Management Academy: “Project Management Artifacts: Definition, Types, and Phases” 4
Question #359
In an agile project, some stakeholders are asking to have a meeting with the team every 2 weeks in
order to understand project progress.
What should the project lead do next?
- A . Invite the stakeholders to the retrospective meetings.
- B . Invite the stakeholders to the sprint review meetings.
- C . Hold a meeting every 2 weeks with the stakeholders.
- D . Negotiate by sending an informative email to stakeholders.
Correct Answer: B
B
Explanation:
In Agile projects, it is essential to involve stakeholders and keep them informed about the project’s progress. The sprint review meetings are designed for this purpose, as they provide a platform for the team to demonstrate the work completed during the sprint and gather feedback. Inviting stakeholders to these meetings every 2 weeks aligns with Agile best practices of maintaining regular feedback loops and ensuring stakeholder engagement1. This approach allows stakeholders to see firsthand the project’s progress and contribute their insights, which can be invaluable for the project’s success.
Reference: The practice of inviting stakeholders to sprint review meetings is supported by Agile methodologies, which emphasize stakeholder engagement and collaboration. The PMI-PBA guidelines also highlight the importance of stakeholder involvement in project success23.
B
Explanation:
In Agile projects, it is essential to involve stakeholders and keep them informed about the project’s progress. The sprint review meetings are designed for this purpose, as they provide a platform for the team to demonstrate the work completed during the sprint and gather feedback. Inviting stakeholders to these meetings every 2 weeks aligns with Agile best practices of maintaining regular feedback loops and ensuring stakeholder engagement1. This approach allows stakeholders to see firsthand the project’s progress and contribute their insights, which can be invaluable for the project’s success.
Reference: The practice of inviting stakeholders to sprint review meetings is supported by Agile methodologies, which emphasize stakeholder engagement and collaboration. The PMI-PBA guidelines also highlight the importance of stakeholder involvement in project success23.
Question #360
A project manager has taken over an existing project According to the previous project manager, the project is on track and within budget However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected.
What should the project manager do?
- A . Schedule a meeting with the previous project manager
- B . Submit a change request to the change control board (CCB)
- C . Schedule training for project team members
- D . Conduct an earned value analysis (EVA)
Correct Answer: D
D
Explanation:
An earned value analysis (EVA) is a tool that measures the project performance in terms of scope, schedule, and cost. It compares the planned value (PV), the earned value (EV), and the actual cost (AC) of the project work to determine the variances and the indexes. By conducting an EVA, the project manager can identify the root causes of the project delay and cost overrun, and take corrective actions accordingly. An EVA can also help the project manager communicate the project status and progress to the stakeholders more effectively and objectively.
Reference: (Professional in
Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 7, Section 7.4.2.1 PMP Exam Content Outline, June 2019, Domain III, Task 8 PMP Sample Test Questions, Question 2
D
Explanation:
An earned value analysis (EVA) is a tool that measures the project performance in terms of scope, schedule, and cost. It compares the planned value (PV), the earned value (EV), and the actual cost (AC) of the project work to determine the variances and the indexes. By conducting an EVA, the project manager can identify the root causes of the project delay and cost overrun, and take corrective actions accordingly. An EVA can also help the project manager communicate the project status and progress to the stakeholders more effectively and objectively.
Reference: (Professional in
Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 7, Section 7.4.2.1 PMP Exam Content Outline, June 2019, Domain III, Task 8 PMP Sample Test Questions, Question 2