Practice Free PMP Exam Online Questions
Question #31
A project manager Is working on a project using a hybrid approach. The project Is scheduled to be completed in three more sprints. One of the team members notifies the project manager that they are leaving the company which was approved by their functional manager.
What should the project manager do first in this situation’?
- A . Ask the functional manager why a decision was made without consulting them
- B . Use soft skills to influence the team member to slay until the project is completed
- C . Ask the functional manager for an immediate replacement for the team member.
- D . Review the risk management plan and mitigation plan to understand the impact of this issue
Correct Answer: D
D
Explanation:
When a team member leaves a project, it can introduce risks and uncertainties. The first step for the project manager should be to review the risk management plan and any mitigation plans that are in place. This will help the project manager understand the potential impact of the team member’s departure on the project and determine the best course of action. The project manager can then decide whether to ask the functional manager for a replacement, or if other strategies should be employed to ensure the project stays on track12.
Reference: Online PM Courses, Brainscape
D
Explanation:
When a team member leaves a project, it can introduce risks and uncertainties. The first step for the project manager should be to review the risk management plan and any mitigation plans that are in place. This will help the project manager understand the potential impact of the team member’s departure on the project and determine the best course of action. The project manager can then decide whether to ask the functional manager for a replacement, or if other strategies should be employed to ensure the project stays on track12.
Reference: Online PM Courses, Brainscape
Question #32
Vendor A submitted a bid for US$500,000. There is a 65% probability that the vendor will deliver behind schedule with a cost overrun of US$ 100,000. The vendor will come in ahead of schedule for a savings of US$50,000.
What should the project manager determine as the value of the vendor’s bid?
- A . US$650,000
- B . US$452,500
- C . US$547,500
- D . US$582,500
Correct Answer: C
C
Explanation:
The project manager should determine the value of the vendor’s bid by calculating the expected monetary value (EMV) of the bid. The EMV is the product of the probability and the impact of a risk event or opportunity1. In this case, the vendor’s bid has two possible outcomes: a cost overrun of US$100,000 with a 65% probability, or a cost saving of US$50,000 with a 35% probability.
The EMV of the bid is calculated as follows:
EMV (0.65 x 100,000) – (0.35 x 50,000) 47,500
The value of the vendor’s bid is the original bid amount plus the EMV, which is:
Value 500,000 + 47,500 547,500
Therefore, the correct answer is C. US$547,500.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 11.5.2.2, “Expected Monetary Value Analysis”
C
Explanation:
The project manager should determine the value of the vendor’s bid by calculating the expected monetary value (EMV) of the bid. The EMV is the product of the probability and the impact of a risk event or opportunity1. In this case, the vendor’s bid has two possible outcomes: a cost overrun of US$100,000 with a 65% probability, or a cost saving of US$50,000 with a 35% probability.
The EMV of the bid is calculated as follows:
EMV (0.65 x 100,000) – (0.35 x 50,000) 47,500
The value of the vendor’s bid is the original bid amount plus the EMV, which is:
Value 500,000 + 47,500 547,500
Therefore, the correct answer is C. US$547,500.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 11.5.2.2, “Expected Monetary Value Analysis”
Question #33
A project manager is managing a project to develop a new tool Because of the nature of the project, the project manager decides to use an agile approach One of the identified risks becomes an issue when the project manager finds out that another company patented a very similar tool.
What should the project manager do to address this issued
- A . Schedule a meeting with critical stakeholders to review the issue and decide on the next steps
- B . Put the project on hold and release the resources until the issue is resolved
- C . Inform the product owner and log the issue in the risk register to monitor closely for next steps.
- D . Contact the company that owns the patent of the similar tool to compare the similarities and differences with the current project.
Correct Answer: A
A
Explanation:
A project manager who is using an agile approach should be able to respond to changes and issues quickly and effectively. One of the principles of agile project management is to collaborate with stakeholders and customers frequently and openly. Therefore, when the project manager discovers that another company has patented a very similar tool, the best course of action is to schedule a meeting with the critical stakeholders, such as the product owner, the sponsor, the legal team, and the development team, to review the issue and decide on the next steps. This way, the project manager can communicate the impact of the issue, seek feedback and input from the stakeholders, and explore possible solutions or alternatives. The meeting should also result in clear action items and responsibilities for resolving the issue and mitigating the risk.
Reference: Agile Practice Guide, page 11
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), page 47 Agile problems, challenges, & failures – Project Management Institute, page 4
A
Explanation:
A project manager who is using an agile approach should be able to respond to changes and issues quickly and effectively. One of the principles of agile project management is to collaborate with stakeholders and customers frequently and openly. Therefore, when the project manager discovers that another company has patented a very similar tool, the best course of action is to schedule a meeting with the critical stakeholders, such as the product owner, the sponsor, the legal team, and the development team, to review the issue and decide on the next steps. This way, the project manager can communicate the impact of the issue, seek feedback and input from the stakeholders, and explore possible solutions or alternatives. The meeting should also result in clear action items and responsibilities for resolving the issue and mitigating the risk.
Reference: Agile Practice Guide, page 11
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), page 47 Agile problems, challenges, & failures – Project Management Institute, page 4
Question #34
A stakeholder is requesting that the project manager share project status updates on a regular basis. This stakeholder is not included in the regular distribution list.
What should the project manager do?
- A . Start sending status updates to this stakeholder based on the request.
- B . Ask the stakeholder’s manager if the stakeholder can be added to the list.
- C . Review the stakeholder engagement and communications management plans.
- D . Escalate the stakeholder’s request to the project sponsor.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, the stakeholder engagement plan and the communications management plan are two key project documents that guide the project manager on how to manage stakeholder expectations and communicate project information. The stakeholder engagement plan identifies the stakeholder needs, interests, and level of engagement, and defines the strategies and actions to increase their support and minimize their resistance. The communications management plan specifies the communication requirements, methods, frequency, and formats for each stakeholder or stakeholder group. The project manager should review these plans to determine if the stakeholder requesting the status updates is appropriately engaged and informed, and if any changes are needed to accommodate the request. Reviewing the stakeholder engagement and communications management plans is the best action that the project manager should take in this situation. Starting to send status updates to this stakeholder based on the request (A) may not be appropriate or feasible, as it may violate the communication protocols, overload the stakeholder with unnecessary information, or create inconsistencies with other stakeholders. Asking the stakeholder’s manager if the stakeholder can be added to the list (B) may not be necessary or effective, as it may bypass the stakeholder’s own preference, authority, or influence, or create conflict with the stakeholder’s manager. Escalating the stakeholder’s request to the project sponsor (D) may not be warranted or advisable, as it may indicate a lack of project management skills, create unnecessary involvement of the project sponsor, or damage the relationship with the stakeholder.
Reference: PMBOK Guide, 6th edition, pages 513-514, 537-538.
C
Explanation:
According to the PMBOK Guide, the stakeholder engagement plan and the communications management plan are two key project documents that guide the project manager on how to manage stakeholder expectations and communicate project information. The stakeholder engagement plan identifies the stakeholder needs, interests, and level of engagement, and defines the strategies and actions to increase their support and minimize their resistance. The communications management plan specifies the communication requirements, methods, frequency, and formats for each stakeholder or stakeholder group. The project manager should review these plans to determine if the stakeholder requesting the status updates is appropriately engaged and informed, and if any changes are needed to accommodate the request. Reviewing the stakeholder engagement and communications management plans is the best action that the project manager should take in this situation. Starting to send status updates to this stakeholder based on the request (A) may not be appropriate or feasible, as it may violate the communication protocols, overload the stakeholder with unnecessary information, or create inconsistencies with other stakeholders. Asking the stakeholder’s manager if the stakeholder can be added to the list (B) may not be necessary or effective, as it may bypass the stakeholder’s own preference, authority, or influence, or create conflict with the stakeholder’s manager. Escalating the stakeholder’s request to the project sponsor (D) may not be warranted or advisable, as it may indicate a lack of project management skills, create unnecessary involvement of the project sponsor, or damage the relationship with the stakeholder.
Reference: PMBOK Guide, 6th edition, pages 513-514, 537-538.
Question #35
A company has always acquired very specialized services from local companies for its projects. During the planning stage for a regulatory project, the project manager is informed that local vendors would not be able to operate due to an unexpected major event. There is an option to hire the same services from companies in other countries.
What should the project manager do in this situation?
- A . Plan to execute the procurement tasks in a virtual environment.
- B . Review organizational process assets (OPAs) for similar projects.
- C . Create a change request to extend the duration of the project.
- D . Ask the project sponsor to put the project on hold.
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the
option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors.
Reference: PMBOK Guide, 6th edition, pages 459-460, 471-472.
A
Explanation:
According to the PMBOK Guide, a project manager should plan to execute the procurement tasks in a virtual environment, when faced with the situation of local vendors being unavailable and having the
option to hire the same services from companies in other countries. This is part of the plan procurement management process, which involves determining the project procurement strategy, the types of contracts, the procurement documents, the source selection criteria, and the procurement management plan. A virtual environment is one where the project team and the vendors communicate and collaborate using technology, such as online platforms, video conferencing, cloud computing, etc. A virtual environment can enable the project manager to access a wider pool of potential vendors, reduce travel costs and time, and increase flexibility and efficiency. However, a virtual environment also poses some challenges, such as cultural differences, legal issues, security risks, communication barriers, and quality control. Therefore, the project manager should plan the procurement tasks carefully, considering the project objectives, the stakeholder expectations, the project risks, and the best practices for managing virtual teams and vendors.
Reference: PMBOK Guide, 6th edition, pages 459-460, 471-472.
Question #36
A project manager is leading a hybrid project. The work breakdown structure (WBS) and the schedule were developed, but the project manager is having difficulty assigning specific resources to all of the project tasks.
What should the project manager do?
- A . Escalate the issue to the project sponsor and seek their immediate intervention.
- B . Assign the unallocated tasks to the functional role and then reallocate when the resources are available.
- C . Assign the unallocated tasks to the project management office (PMO) manager and reallocate when the resources are available.
- D . Ignore the unallocated tasks for now and reallocate when the resources are available.
Correct Answer: B
B
Explanation:
In a hybrid project, where both traditional and agile methodologies are applied, it is important to maintain flexibility while ensuring that all tasks are accounted for in the project plan. Assigning unallocated tasks to a functional role provides a temporary solution that keeps the project moving forward. This approach allows for tasks to be addressed by available team members, with the understanding that they will be reassigned as needed when the appropriate resources become available. This strategy helps in avoiding delays and ensures that the project does not stall due to unassigned tasks345.
Reference: Hybrid Project Management: A Comprehensive Guide in 20241.
Hybrid Project Management: Agile & Traditional (Update 2022)2.
Project Resource Management According to the PMBOK3.
PMBOK Guide | Project Management Institute4.
Hybrid Project Management: Blending Agile and Traditional PM5.
B
Explanation:
In a hybrid project, where both traditional and agile methodologies are applied, it is important to maintain flexibility while ensuring that all tasks are accounted for in the project plan. Assigning unallocated tasks to a functional role provides a temporary solution that keeps the project moving forward. This approach allows for tasks to be addressed by available team members, with the understanding that they will be reassigned as needed when the appropriate resources become available. This strategy helps in avoiding delays and ensures that the project does not stall due to unassigned tasks345.
Reference: Hybrid Project Management: A Comprehensive Guide in 20241.
Hybrid Project Management: Agile & Traditional (Update 2022)2.
Project Resource Management According to the PMBOK3.
PMBOK Guide | Project Management Institute4.
Hybrid Project Management: Blending Agile and Traditional PM5.
Question #37
The team architect resigned from the company. The new architect points out a design flaw during a planning meeting that may potentially impact the final quality.
What should the project manager do first?
- A . Review the scope management plan.
- B . Update the design with changes.
- C . Request an architecture review.
- D . Update the quality management plan
Correct Answer: C
C
Explanation:
The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly.
Reference: Architecture Reviews – an overview | ScienceDirect Topics
Architecture Review Process – SEBoK
Architecture Review -. The Open Group
Design Flaw Attacks – an overview | ScienceDirect Topics
DESIGN FLAWS: FLAWS BY DESIGN? /. The Design Society
C
Explanation:
The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly.
Reference: Architecture Reviews – an overview | ScienceDirect Topics
Architecture Review Process – SEBoK
Architecture Review -. The Open Group
Design Flaw Attacks – an overview | ScienceDirect Topics
DESIGN FLAWS: FLAWS BY DESIGN? /. The Design Society
Question #38
A project manager has been assigned to a project after the charter has been approved. While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed.
What should the project manager do next?
- A . Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed.
- B . Start the project and deal with these budget issues as they arise throughout the project life cycle.
- C . Add the missing budget items to the risk log and present them in the next project steering committee.
- D . Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy.
Correct Answer: D
D
Explanation:
According to PMI’s best practices, a project manager should communicate any discrepancies found in the project charter, especially those related to the budget, as soon as possible. It is crucial to address these issues early on to avoid future risks and to ensure that the project has all the necessary resources for successful completion. The project manager should not start the project with known gaps in the budget or reduce the quality of deliverables to compensate for budgeting errors.
Reference: PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
D
Explanation:
According to PMI’s best practices, a project manager should communicate any discrepancies found in the project charter, especially those related to the budget, as soon as possible. It is crucial to address these issues early on to avoid future risks and to ensure that the project has all the necessary resources for successful completion. The project manager should not start the project with known gaps in the budget or reduce the quality of deliverables to compensate for budgeting errors.
Reference: PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
Question #39
During a retrospective meeting a project manager hears that stakeholders have been constantly complaining at iteration demos about product features not being delivered as requested.
What advice should the project manager give to the Product owner to ensure that product features are always delivered as requested?
- A . Include stakeholders during daily standup meetings to monitor progress.
- B . Validate acceptance criteria with stakeholders prior to backlog refinement
- C . Avoid including stakeholders in iteration reviews.
- D . Create a requirements traceability matrix and distribute it accordingly
Correct Answer: B
B
Explanation:
The product owner is responsible for defining and prioritizing the product backlog, which contains
the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement.
Reference: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1
B
Explanation:
The product owner is responsible for defining and prioritizing the product backlog, which contains
the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement.
Reference: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1
Question #40
A project manager works for a large manufacturing company with diversified domains. The project team often participates in change requests Recently, the change control board (CCB) deferred some requests and the project manager wants to communicate these requests to the stakeholders.
What document should the project manager use to communicate these requests?
- A . Risk log
- B . Change log
- C . Backlog
- D . Issue log
Correct Answer: B
B
Explanation:
A change log is a document that contains the list of changes that are made during the project. It tracks the progress of each change based on its review, approval, implementation, and closure. A change log is a useful tool for communicating the status of change requests to the stakeholders, as it shows the impact and outcome of each change. A risk log, a backlog, and an issue log are different documents that serve different purposes. A risk log records the identified risks, their probability, impact, and response strategies. A backlog is a list of features or tasks that need to be completed in an agile project. An issue log records the issues that arise during the project, their causes, effects, and resolution.
Reference: Change Log – Project Management Knowledge
Change Log Template – Project Management Docs
Risks, issues, and changesChelp, I’m drowning in logs!
B
Explanation:
A change log is a document that contains the list of changes that are made during the project. It tracks the progress of each change based on its review, approval, implementation, and closure. A change log is a useful tool for communicating the status of change requests to the stakeholders, as it shows the impact and outcome of each change. A risk log, a backlog, and an issue log are different documents that serve different purposes. A risk log records the identified risks, their probability, impact, and response strategies. A backlog is a list of features or tasks that need to be completed in an agile project. An issue log records the issues that arise during the project, their causes, effects, and resolution.
Reference: Change Log – Project Management Knowledge
Change Log Template – Project Management Docs
Risks, issues, and changesChelp, I’m drowning in logs!