Practice Free PMP Exam Online Questions
An agile team has sized all of the features for the release.
Using the table above, how many sprints will it take to complete this release if the team is expecting to have a velocity of 10 story points per sprint?
- A . 1
- B . 95
- C . 6
- D . 4
D
Explanation:
The agile team has sized the features for the release with a total of 45 story points. Given the team’s velocity of 10 story points per sprint, it would take 4.5 sprints to complete the release. Since a sprint is a discrete unit and cannot be halved, the team will need 5 sprints to complete all features.
However, if the team can slightly increase their velocity or if there is any carry-over capacity, they might be able to fit the work into 4 sprints.
Reference: This calculation is based on standard agile practices, which are not explicitly detailed in the PMBOK® Guide but are part of the agile methodologies that the guide acknowledges. The PMI-ACP (Agile Certified Practitioner) also covers these practices, which align with the principles of agile project management.
An agile team has sized all of the features for the release.
Using the table above, how many sprints will it take to complete this release if the team is expecting to have a velocity of 10 story points per sprint?
- A . 1
- B . 95
- C . 6
- D . 4
D
Explanation:
The agile team has sized the features for the release with a total of 45 story points. Given the team’s velocity of 10 story points per sprint, it would take 4.5 sprints to complete the release. Since a sprint is a discrete unit and cannot be halved, the team will need 5 sprints to complete all features.
However, if the team can slightly increase their velocity or if there is any carry-over capacity, they might be able to fit the work into 4 sprints.
Reference: This calculation is based on standard agile practices, which are not explicitly detailed in the PMBOK® Guide but are part of the agile methodologies that the guide acknowledges. The PMI-ACP (Agile Certified Practitioner) also covers these practices, which align with the principles of agile project management.
A project manager is managing a project that requires specialized architecture services. This project
was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm.
What should the project manager do next?
- A . Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.
- B . Ask the architect for the contact details for their new employer and call their account manager.
- C . Call the account manager and ask them to retain the expert by offering them an incentive.
- D . Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.
A
Explanation:
When a project faces the risk of losing a key resource, especially in a high-risk project requiring specialized skills, the project manager should first discuss the issue with the project team to assess the impact. This is in line with the PMI’s principles of engaging with the team and stakeholders to understand the implications and explore alternatives1. The team can then collectively decide on the appropriate actions to follow, which may include finding a replacement or reassigning responsibilities within the existing team members.
Reference: The answer is verified using the Risk Management Process for PMP as outlined by the Project Management Academy, which aligns with the PMI’s practices1. The detailed explanation is supported by the Professional in Business Analysis Reference Materials provided by PMI2.
In the middle of a project, a business unit manager who regularly interacts with the project manager’s team is promoted to a higher management position. The replacement manager is from the same unit and is somewhat familiar with the project.
After getting more information about the new manager, what is the project manager’s next step?
- A . Contact the previous business unit manager to learn more about the new manager.
- B . Update the stakeholder register and the stakeholder engagement plan to include the new manager.
- C . Send the new manager a copy of the project charter to ensure the project objectives are understood.
- D . Schedule a meeting with the new manager to discuss the business analysis team’s plans.
B
Explanation:
According to the PMBOK Guide, 6th edition, section 13.1.3.1, the stakeholder register is a project document that identifies the stakeholders who have an interest in the project or may be affected by the project. The stakeholder register should be updated whenever there is a change in the stakeholder community, such as when a new stakeholder is identified or an existing stakeholder leaves the project. The new business unit manager is a new stakeholder who has authority and influence over the project, and therefore should be added to the stakeholder register. The stakeholder engagement plan, which is a subsidiary plan of the project management plan, describes the strategies and actions to engage the stakeholders and manage their expectations throughout the project life cycle. The stakeholder engagement plan should also be updated to reflect the new stakeholder’s current and desired level of engagement, as well as the communication and engagement activities planned for the new stakeholder. The other options are not the best next steps for the project manager, because they do not address the need to formally identify and document the new stakeholder and plan for their engagement. Contacting the previous business unit manager may be helpful, but it is not a formal project document. Sending the new manager a copy of the project charter may be informative, but it does not capture the new stakeholder’s needs and expectations. Scheduling a meeting with the new manager may be beneficial, but it should be done after updating the stakeholder register and the stakeholder engagement plan.
Reference: PMBOK Guide, 6th edition, section 13.1.3.1, page 513 PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 2, page 30
Project acceptance criteria include on-site training for the new users of a system. Due to unforeseen circumstances, all team members have to work remotely for an indefinite period of time.
What should the project manager do?
- A . Reschedule on-site training to online sessions.
- B . Create a risk and assign remediation actions.
- C . Cancel all of the on-site training sessions.
- D . Document the project issue and provide options.
A
Explanation:
In the context of the PMP objectives, when faced with unforeseen circumstances that impact project acceptance criteria, the project manager should adapt the project management plan and activities to align with the new conditions while still meeting the project objectives. Transitioning on-site training to online sessions is a proactive approach that ensures the training objectives are still met despite the shift to remote work. This aligns with the PMI’s emphasis on flexibility and adaptability in project execution.
Reference: The PMP Examination Content Outline and the PMI Guide to Business Analysis, which emphasize the importance of meeting project objectives and adapting to changes in project execution12.
A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to-face meetings.
How should the project manager approach this situation?
- A . Use regular screen-sharing sessions to show the progress to the stakeholder.
- B . Align and agree with the stakeholder on the communication approach.
- C . Ask the manager to use virtual communication tools and online dashboards.
- D . Create a digital dashboard to meet the manager’s information needs.
B
Explanation:
The best approach when dealing with stakeholders who have a preference for traditional communication methods is to align and agree on a communication approach that suits their pReference. This is supported by the PMBOK® Guide, which emphasizes the importance of tailoring communication to stakeholder needs and pReference. It is essential to respect the stakeholder’s working style and adapt the communication strategy accordingly to ensure effective engagement and project success23.
Reference: “8 Techniques to Communicate Effectively with Project Stakeholders” from PMI2.
"STAKEHOLDERS COMMUNICATION APPROACH: A NEW ERA
A customer is concerned about the time required to complete a project and is asking the project team to reduce the number of iterations required to complete the product.
Which approach should the project manager take?
- A . Ask the team to raise blockers or impediments in daily meetings.
- B . Prioritize deliverables based on business value and define frequent releases.
- C . Ask the team to challenge the project estimations for a faster delivery.
- D . Prioritize the tasks with high risks to reduce the number of iterations required.
B
Explanation:
In situations where a customer is concerned about the project timeline, it is essential to focus on delivering value efficiently. Prioritizing deliverables based on business value ensures that the most critical features are developed first. Defining frequent releases allows for quicker feedback loops and the ability to adjust priorities as needed, which can lead to a reduction in the number of iterations required to complete the product. This approach aligns with agile methodologies, which emphasize the importance of delivering valuable features quickly and continuously1.
Reference: PMI’s Practice: Iteration Planning Meeting1.
PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
PMI’s. The PMI Guide to Business Analysis3.
A new agile project is starting. The project manager is asked to confirm the scope to address the concerns of one of the stakeholders.
What should the project manager use to explain the project scope?
- A . Product roadmap
- B . User stories
- C . Business requirements document
- D . Product backlog
B
Explanation:
In an agile project, user stories are a critical tool for defining and explaining the project scope. Here’s why:
A member of the project team always extends discussion topics, taking more time than necessary during project team meetings. Other team members feel this member is not being considerate of their time.
What should the project manager do?
- A . Explain to the team that open discussions are needed but remind the team to follow the ground rules.
- B . Ask this member to only discuss the current topic to achieve team efficiency.
- C . Ask the team to accept the input from this particular member as their input may be useful.
- D . Allow the self-organized team to discuss the situation among themselves and come to a resolution.
A
Explanation:
The project manager should foster an environment where open discussions are encouraged, as they can lead to more comprehensive understanding and better decision-making. However, it is also important to adhere to the ground rules to ensure that discussions are efficient and considerate of everyone’s time. This approach is in line with the PMBOK® Guide’s principles of stakeholder engagement and team management, which emphasize the importance of balancing open communication with meeting management1. It also aligns with the PMI Professional in Business Analysis (PMI-PBA)® standards, which advocate for effective stakeholder engagement and collaboration2.
Reference: PMBOK® Guide C Seventh Edition1
PMI Professional in Business Analysis (PMI-PBA)® reference materials2
After the project charter’s approval the project manager needs to work on detailed project requirements, constraints and assumptions with stakeholders However, not all of the stakeholders are immediately available for a meeting in the short term.
What should the project manager do in order to gather the information needed from stakeholders?
- A . Email, call, or meet with each stakeholder separately to obtain their input
- B . Conduct a meeting to build the project management plan with the stakeholders who are available
- C . Escalate to the project sponsor that not all stakeholders are available for a meeting
- D . Meet with the project management team to build the project management plan before consulting stakeholders
A
Explanation:
According to the PMBOK Guide, the project manager should collect requirements from all stakeholders, using various techniques such as interviews, focus groups, surveys, etc. The project manager should also document the stakeholder requirements, expectations, and assumptions in the requirements traceability matrix. If some stakeholders are not available for a meeting, the project manager should use other communication methods to reach out to them and gather their input. This will ensure that the project requirements are complete, accurate, and aligned with the stakeholder needs and expectations.
Reference: PMBOK Guide, 6th edition, pages 140-141, 152-153.