Practice Free PMP Exam Online Questions
Question #381
From previous lessons learned working with a client, a project manager notes that the client’s turn-around times on documents sent for approval were very slow and well outside of the agreed timelines.
At the initial kick-off meeting with the same client, how should the project manager approach this issue for the new project?
- A . Inform the client that extra resources will be added to give the client more time for reviews.
- B . Update the project risk register with the potential for delays
- C . Work with the client on an acceptable amount of time for document approval
- D . Inform the client of their responsibility in relation to document approval
Correct Answer: C
C
Explanation:
The project manager should work with the client on an acceptable amount of time for document approval, as this is the best way to address the issue of slow turn-around times and avoid potential delays in the new project. By collaborating with the client, the project manager can establish a mutual understanding of the expectations, requirements, and constraints of the document approval process, and negotiate a realistic and feasible timeline that satisfies both parties. This will also help the project manager to build trust and rapport with the client, and foster a positive and cooperative relationship.
C
Explanation:
The project manager should work with the client on an acceptable amount of time for document approval, as this is the best way to address the issue of slow turn-around times and avoid potential delays in the new project. By collaborating with the client, the project manager can establish a mutual understanding of the expectations, requirements, and constraints of the document approval process, and negotiate a realistic and feasible timeline that satisfies both parties. This will also help the project manager to build trust and rapport with the client, and foster a positive and cooperative relationship.
Question #382
A project is coming to a close, and the experienced project team members will be moving on to the next project.
Who is responsible for ensuring that the appropriate knowledge transfer is done prior to project closure?
- A . The project manager must ensure that the knowledge transfer occurred and that this is also included in the organizational process assets (OPAs),
- B . The project team members need to ensure they have supplied sufficient knowledge transfer.
- C . The project sponsor must ensure all knowledge transfer is completed before project closure.
- D . The stakeholders need to ensure they have received sufficient knowledge transfer for ongoing support after the project handover.
Correct Answer: A
A
Explanation:
The project manager is responsible for ensuring that all necessary knowledge transfer has occurred prior to project closure. This includes capturing lessons learned, documenting project experiences, and updating the organizational process assets (OPAs). This ensures that the knowledge gained from the project is not lost and can be used for future projects. The project manager plays a crucial role in facilitating this process and ensuring that all team members contribute to the knowledge transfer.
Reference: PMBOK® Guide C Sixth Edition (Page 123, 4.4.3.1 Organizational Process Assets Updates)
A
Explanation:
The project manager is responsible for ensuring that all necessary knowledge transfer has occurred prior to project closure. This includes capturing lessons learned, documenting project experiences, and updating the organizational process assets (OPAs). This ensures that the knowledge gained from the project is not lost and can be used for future projects. The project manager plays a crucial role in facilitating this process and ensuring that all team members contribute to the knowledge transfer.
Reference: PMBOK® Guide C Sixth Edition (Page 123, 4.4.3.1 Organizational Process Assets Updates)
Question #383
A project management office (PMO) has been trying to implement an adaptive approach for the project management framework. The project manager has been asked to use adaptive tools in the next project. Awareness of adaptive tools is very low in the company, and many stakeholders are concerned about moving to a hybrid approach.
What should the project manager do?
- A . Recommend to the PMO that it is not the right time to start implementing new tools for projects.
- B . Include the use of tools and monitoring of their benefits in regular status reports and the communications management plan.
- C . Prepare a change request and seek approval from the steering committee regarding the new project framework.
- D . Bring in a third-party company to develop and implement a hybrid framework for this specific project.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, when implementing new tools or approaches in a project, it’s important to ensure that all stakeholders are informed and comfortable with the changes. This can be achieved by including the use of these tools and the monitoring of their benefits in regular status reports and the communications management plan. This approach allows stakeholders to see the benefits of the new tools in action, which can help to alleviate their concerns and increase their comfort level with the new approach.
Reference: PMBOK Guide, 6th Edition, Section 10.1: Plan Communications Management.
B
Explanation:
According to the PMBOK Guide, when implementing new tools or approaches in a project, it’s important to ensure that all stakeholders are informed and comfortable with the changes. This can be achieved by including the use of these tools and the monitoring of their benefits in regular status reports and the communications management plan. This approach allows stakeholders to see the benefits of the new tools in action, which can help to alleviate their concerns and increase their comfort level with the new approach.
Reference: PMBOK Guide, 6th Edition, Section 10.1: Plan Communications Management.
Question #384
A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity.
How should the project manager deal with this request?
- A . Submit a change request and allocate the budget and resources needed for execution.
- B . Confirm that the budget and resources are available to execute the work request.
- C . Check the alternative resources available in the organization for the request.
- D . Evaluate the nature of the request and plan communication accordingly.
Correct Answer: D
D
Explanation:
When a project has been formally closed, any additional scope items should be treated with caution. The project manager should evaluate the nature of the request to understand its implications fully. This involves assessing whether the request aligns with the project’s objectives, determining if it introduces risks or requires additional resources, and considering the impact on the project’s stakeholders. The project manager should then plan communication with all relevant stakeholders, including the operational functional manager, to discuss the feasibility of the request and the appropriate course of action. This approach ensures that any action taken is well-informed and agreed upon by all parties involved.
Reference: (Based on the PMBOK® Guide and standards from the Project Management Institute12, and the principles of managing change requests as outlined in the Professional in Business Analysis materials3.)
D
Explanation:
When a project has been formally closed, any additional scope items should be treated with caution. The project manager should evaluate the nature of the request to understand its implications fully. This involves assessing whether the request aligns with the project’s objectives, determining if it introduces risks or requires additional resources, and considering the impact on the project’s stakeholders. The project manager should then plan communication with all relevant stakeholders, including the operational functional manager, to discuss the feasibility of the request and the appropriate course of action. This approach ensures that any action taken is well-informed and agreed upon by all parties involved.
Reference: (Based on the PMBOK® Guide and standards from the Project Management Institute12, and the principles of managing change requests as outlined in the Professional in Business Analysis materials3.)
Question #385
A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project objectives.
What should the project manager do to overcome this challenge?
- A . Meet with each team member separately and apply an appropriate approach with each one.
- B . Approach the project sponsor and request help in discussing the project deliverables with team members.
- C . Explain to the team that the project manager is ultimately responsible for the delivery.
- D . Assign multiple managers to the various teams and delegate all of the tasks to them.
Correct Answer: A
A
Explanation:
The project manager should meet with each team member separately and apply an appropriate approach with each one. This is because each team member may have different needs, motivations, and challenges that need to be addressed individually12. By meeting with each team member separately, the project manager can understand these individual needs and tailor their approach accordingly12. This can help to improve discipline within the team and harness energy towards achieving the project objectives12.
Reference: 15 Project Management Challenges &.
How to Overcome Them, 9 Project Management Challenges and.
How to Overcome Them Effectively [UPDATED] – Rindle Blog
A
Explanation:
The project manager should meet with each team member separately and apply an appropriate approach with each one. This is because each team member may have different needs, motivations, and challenges that need to be addressed individually12. By meeting with each team member separately, the project manager can understand these individual needs and tailor their approach accordingly12. This can help to improve discipline within the team and harness energy towards achieving the project objectives12.
Reference: 15 Project Management Challenges &.
How to Overcome Them, 9 Project Management Challenges and.
How to Overcome Them Effectively [UPDATED] – Rindle Blog
Question #386
A project manager realizes that the team members are new to the hybrid approach and do not value standup meetings. Team members often arrive late. Digress into solutioning. or skip the meetings altogether.
How should the project manager improve this situation with the project team?
- A . Engage the project team In implementing and Improving key aspects of the standup meetings.
- B . Ask the product owner to remove team members who do not comply with standup meeting rules.
- C . Send a daily retrospective report to all team members instead of holding standup meetings.
- D . Include a daily brainstorming session In the standup meetings to resolve pending Issues.
Correct Answer: A
A
Explanation:
A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should engage the project team in implementing and improving key aspects of the standup meetings, such as setting clear goals, keeping time limits, and providing feedback. This is a way to foster collaboration, communication, and alignment among the team members, regardless of their location or methodology. Asking the product owner to remove team members, sending a daily retrospective report, or including a daily brainstorming session are not effective ways to improve the situation with the project team, as they do not address the root cause of the problem, which is the lack of value and understanding of the standup meetings.
Reference: [PMI Agile Practice Guide], page 14;
How to Run Effective Stand-Up Meetings [2024] • Asana, section 6 steps to more effective stand-up meetings; Hybrid meetings guide – Microsoft Research, section 1. Set clear goals for the meeting.
A
Explanation:
A hybrid project is a project that combines predictive and adaptive approaches. In such a project, the project manager should engage the project team in implementing and improving key aspects of the standup meetings, such as setting clear goals, keeping time limits, and providing feedback. This is a way to foster collaboration, communication, and alignment among the team members, regardless of their location or methodology. Asking the product owner to remove team members, sending a daily retrospective report, or including a daily brainstorming session are not effective ways to improve the situation with the project team, as they do not address the root cause of the problem, which is the lack of value and understanding of the standup meetings.
Reference: [PMI Agile Practice Guide], page 14;
How to Run Effective Stand-Up Meetings [2024] • Asana, section 6 steps to more effective stand-up meetings; Hybrid meetings guide – Microsoft Research, section 1. Set clear goals for the meeting.
Question #387
A new project manager is assigned to a project midway through its implementation During the first risk review meeting, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using
What should the project manager have done to avoid this issue?
- A . Referred to the communications management plan
- B . Validated the issue log
- C . Validated the project artifacts
- D . Performed expert judgment
Correct Answer: C
C
Explanation:
A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.
In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.
Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders. The other options are not the best choices, because:
Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While
referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Reference: Professional in Business Analysis Reference Materials.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Sixth Edition, Chapter 4:
Project Integration Management.
C
Explanation:
A project artifact is any document, deliverable, or output that is produced during the project life cycle. Examples of project artifacts include the project charter, the project management plan, the risk register, the issue log, the change log, the status reports, and the lessons learned. According to the Professional in Business Analysis Reference Materials1, project artifacts should be validated to ensure that they are accurate, complete, consistent, and up to date. Validation can be done by reviewing, inspecting, testing, or auditing the artifacts, and by involving the relevant stakeholders, such as the project team, the sponsor, the customer, or the quality assurance team.
In this scenario, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. This indicates that the risk register has not been validated properly, and that there is a lack of configuration management and version control. Configuration management is the process of identifying, tracking, controlling, and auditing the changes made to the project artifacts throughout the project life cycle. Version control is the technique of maintaining and labeling the different versions of the project artifacts, and ensuring that only the latest and approved version is used by the project team and stakeholders. According to the PMBOK Guide2, configuration management and version control are part of the Monitor and Control Project Work process, which is the responsibility of the project manager.
Therefore, the correct answer is C. Validated the project artifacts. The project manager should have validated the project artifacts, such as the risk register, to ensure that they are correct and current, and that they reflect the actual status and progress of the project. The project manager should have also implemented configuration management and version control procedures, such as using a configuration management system, a document management system, or a project management software, to track and manage the changes made to the project artifacts, and to communicate and distribute the latest versions to the project team and stakeholders. The other options are not the best choices, because:
Referred to the communications management plan: The communications management plan is a document that describes how the project information will be communicated to the project team and stakeholders, such as the frequency, mode, content, and responsibility of communication. While
referring to the communications management plan could help the project manager understand how the project artifacts are shared and updated, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Validated the issue log: The issue log is a document that records and tracks the issues that arise during the project, such as conflicts, errors, defects, or deviations. While validating the issue log could help the project manager identify and resolve the issues that affect the project performance, quality, or scope, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Performed expert judgment: Expert judgment is a technique that involves using the knowledge and experience of experts to provide guidance, advice, or recommendations for the project. While performing expert judgment could help the project manager obtain insights and best practices for managing the project artifacts, it does not address the root cause of the issue, which is the lack of validation and configuration management of the project artifacts.
Reference: Professional in Business Analysis Reference Materials.
A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Sixth Edition, Chapter 4:
Project Integration Management.
Question #388
A project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows how to fix it, as the former engineering team has moved to another project. The customer warns that previously, this defect negatively affected the project schedule.
What should the project manager do first?
- A . Update the risk management plan.
- B . Extend the timeline of the project.
- C . Check the organizational process assets (OPAs).
- D . Acquire knowledgeable resources.
Correct Answer: C
C
Explanation:
When faced with a defect and lacking the original engineering team’s expertise, the first step a project manager should take is to check the organizational process assets (OPAs). OPAs can include documentation from previous projects, such as historical information, lessons learned, and knowledge bases, which can provide insights or solutions to the defect. This approach aligns with the PMBOK® Guide’s emphasis on utilizing organizational knowledge repositories to enhance project outcomes.
Reference: The PMBOK® Guide, which serves as a foundational reference for PMP objectives, supports the use of OPAs to address project challenges1. Additionally, the Professional in Business Analysis Reference Materials suggest leveraging existing documentation and knowledge to manage and rectify defects2.
C
Explanation:
When faced with a defect and lacking the original engineering team’s expertise, the first step a project manager should take is to check the organizational process assets (OPAs). OPAs can include documentation from previous projects, such as historical information, lessons learned, and knowledge bases, which can provide insights or solutions to the defect. This approach aligns with the PMBOK® Guide’s emphasis on utilizing organizational knowledge repositories to enhance project outcomes.
Reference: The PMBOK® Guide, which serves as a foundational reference for PMP objectives, supports the use of OPAs to address project challenges1. Additionally, the Professional in Business Analysis Reference Materials suggest leveraging existing documentation and knowledge to manage and rectify defects2.
Question #389
A project manager is working with an agile team. A key stakeholder who does not join the sprint planning session is very unhappy, as the delivery date for the final product has been pushed back three times.
What should the project manager do?
- A . Meet with the stakeholder to understand the concern and business impact, reprioritize as necessary, and invite them to join the sprint planning session.
- B . Direct the product owner to drop other work in progress and work on this stakeholder’s requirement as the top-priority item.
- C . Share the prioritized items that the team is working on with the stakeholder and invite them to join the sprint planning session.
- D . Secure some additional funding to recruit more resources to the project team to enable faster delivery.
Correct Answer: A
A
Explanation:
In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be
feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team
Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an
Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
[Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis,
Task 9: Validate Requirements
A
Explanation:
In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be
feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team
Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an
Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
[Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis,
Task 9: Validate Requirements
Question #390
A team has just adopted an agile approach. During daily standup meetings, the team expressed concerns about task delays. The project leader worked with the product owner to get clarity on the features. The project leader asked the team to fast-track all product features to ensure delivery. Sprints are being completed but with either fewer features or low quality.
What should the project leader have done to ensure success?
- A . Directed teams to possible solutions that help in removing the impediments and contribute to a timely delivery
- B . Suggested to the team to add impediments as work items in the product backlog to be fixed in the next sprints
- C . Asked the team to create an impediment log and keep it updated for use in the next sprint planning
- D . Empowered the team to improve their processes, tools, and interactions to be more effective in delivery and removing impediments
Correct Answer: D
D
Explanation:
In an agile environment, it is crucial for the project leader to empower the team. This involves encouraging the team to continuously improve their processes, tools, and interactions to enhance their effectiveness in delivery and in removing impediments1. By doing so, the team can self-organize and find the most efficient ways to overcome challenges, leading to better quality and feature completion within sprints2. Fast-tracking all product features without addressing the underlying issues can lead to burnout and reduced quality, which is counterproductive to the agile philosophy of sustainable development and continuous improvement32.
Reference: PMI’s resources on Agile methodologies and dealing with delays in project management1.
Articles on fast-tracking and its impact on project quality and delivery in an Agile context2.
D
Explanation:
In an agile environment, it is crucial for the project leader to empower the team. This involves encouraging the team to continuously improve their processes, tools, and interactions to enhance their effectiveness in delivery and in removing impediments1. By doing so, the team can self-organize and find the most efficient ways to overcome challenges, leading to better quality and feature completion within sprints2. Fast-tracking all product features without addressing the underlying issues can lead to burnout and reduced quality, which is counterproductive to the agile philosophy of sustainable development and continuous improvement32.
Reference: PMI’s resources on Agile methodologies and dealing with delays in project management1.
Articles on fast-tracking and its impact on project quality and delivery in an Agile context2.