Practice Free PMP Exam Online Questions
Question #391
A project manager is managing two integrated projects in a program A key integration point is misaligned, which has resulted in delays. One of the team’s integration leads is a subject matter expert (SME) m this integration area. The other team’s integration lead is not a SME but is more senior and has worked on the project longer Both team leads are blaming each other
What should the project manager do first to resolve this situation?
- A . Assign the resolution of the issue to the senior integration lead who has worked on the project longer
- B . Meet with both integration leads to understand the root cause and determine a resolution
- C . Escalate the issue to the program architect who developed the integration plan
- D . Assign the resolution of this issue to the integration lead who is a SME
Correct Answer: B
B
Explanation:
A project manager who is managing two integrated projects in a program should use effective communication and conflict management skills to resolve issues that arise from misalignment or integration points. The project manager should first meet with both integration leads to understand the root cause of the problem and facilitate a collaborative solution that satisfies both parties and aligns with the program objectives. Assigning the resolution of the issue to either one of the integration leads, or escalating the issue to the program architect, are not the best options as they may create more conflict or undermine the authority of the project manager.
Reference: PMBOK Guide, 7th edition, page 65
Standard for Program Management, 4th edition, page 67 PMI-PBA Exam Content Outline, page 10 [PMI-PBA Handbook], page 11
B
Explanation:
A project manager who is managing two integrated projects in a program should use effective communication and conflict management skills to resolve issues that arise from misalignment or integration points. The project manager should first meet with both integration leads to understand the root cause of the problem and facilitate a collaborative solution that satisfies both parties and aligns with the program objectives. Assigning the resolution of the issue to either one of the integration leads, or escalating the issue to the program architect, are not the best options as they may create more conflict or undermine the authority of the project manager.
Reference: PMBOK Guide, 7th edition, page 65
Standard for Program Management, 4th edition, page 67 PMI-PBA Exam Content Outline, page 10 [PMI-PBA Handbook], page 11
Question #392
A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments.
What should the project manager do?
- A . Help the team members by organizing regular stress-relieving and team- building sessions.
- B . Request additional resources to continue delivering value while reducing team stress.
- C . Support the team during the planning phase to only commit to what they are able to deliver.
- D . Ask individual team members to plan staggered leave to avoid becoming stressed.
Correct Answer: C
C
Explanation:
In the context of a self-organizing team, it is crucial for the project manager to facilitate an environment where the team can realistically assess their capabilities and commit to deliverables accordingly. This approach aligns with the principles of agile project management, where teams are encouraged to self-organize and make commitments based on their understanding of their capacity and the work to be done. By supporting the team during the planning phase to make feasible commitments, the project manager helps in preventing stress caused by overcommitment. This is supported by the guidance provided by PMI, which emphasizes the importance of team empowerment and realistic commitment to ensure sustainable project progress and team well-being.
Reference: The answer is verified using the principles found in the PMI’s guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for stakeholder involvement and realistic planning to manage and meet project expectations effectively.
C
Explanation:
In the context of a self-organizing team, it is crucial for the project manager to facilitate an environment where the team can realistically assess their capabilities and commit to deliverables accordingly. This approach aligns with the principles of agile project management, where teams are encouraged to self-organize and make commitments based on their understanding of their capacity and the work to be done. By supporting the team during the planning phase to make feasible commitments, the project manager helps in preventing stress caused by overcommitment. This is supported by the guidance provided by PMI, which emphasizes the importance of team empowerment and realistic commitment to ensure sustainable project progress and team well-being.
Reference: The answer is verified using the principles found in the PMI’s guide to the Project Management Body of Knowledge (PMBOK® Guide) and the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for stakeholder involvement and realistic planning to manage and meet project expectations effectively.
Question #393
A sales manager submitted a new feature request to the product owner, and the request was added to the product backlog. During the sprint planning meeting, the team struggles over which algorithm is the most efficient one to use. The team thinks that some development work is needed to decide.
What should the project manager do?
- A . Invite the sales manager to the next sprint meeting to clarify requirements.
- B . Create a new item in the sprint backlog to determine the appropriate algorithm.
- C . Ask the scrum master to choose an algorithm based on the pros and cons of each option.
- D . Request a meeting with the product owner to help clarify the user story.
Correct Answer: B
B
Explanation:
In Agile project management, particularly Scrum, it is common to encounter situations where the team needs to conduct some research or spike to determine the best course of action for implementing a feature1. This is especially true when the team struggles to decide on the most efficient algorithm during sprint planning. Creating a new item in the sprint backlog allows the team to allocate time and resources specifically for this purpose, ensuring that the decision is made based on adequate information and development work2. This approach aligns with the principles of iterative development and continuous improvement.
Reference: PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI. (2015). Bring certainty in agile sprint planning through estimation2.
PMI. (2011). Agile project management with Scrum1.
B
Explanation:
In Agile project management, particularly Scrum, it is common to encounter situations where the team needs to conduct some research or spike to determine the best course of action for implementing a feature1. This is especially true when the team struggles to decide on the most efficient algorithm during sprint planning. Creating a new item in the sprint backlog allows the team to allocate time and resources specifically for this purpose, ensuring that the decision is made based on adequate information and development work2. This approach aligns with the principles of iterative development and continuous improvement.
Reference: PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI. (2015). Bring certainty in agile sprint planning through estimation2.
PMI. (2011). Agile project management with Scrum1.
Question #394
During the execution phase of a project a new project manager is assigned to replace the previous project manager As the project manager starts managing the project, they discover that team performance is significantly decreasing, which is impacting the project’s key performance indicators (KPIs). This team has delivered good performance on similar projects in the past.
What should the project manager do next to improve this situation?
- A . Call for a team meeting to identify the root cause for the declining performance
- B . Estimate the baseline impacts and submit a change request.
- C . Implement compression techniques to bring the project back on track.
- D . Review the resource management plan and organizational assets
Correct Answer: A
A
Explanation:
The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 9, Section 9.4
PMP Exam Content Outline, June 2019, Domain III, Task 10 PMP Sample Test Questions, Question 175
A
Explanation:
The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 9, Section 9.4
PMP Exam Content Outline, June 2019, Domain III, Task 10 PMP Sample Test Questions, Question 175
Question #394
During the execution phase of a project a new project manager is assigned to replace the previous project manager As the project manager starts managing the project, they discover that team performance is significantly decreasing, which is impacting the project’s key performance indicators (KPIs). This team has delivered good performance on similar projects in the past.
What should the project manager do next to improve this situation?
- A . Call for a team meeting to identify the root cause for the declining performance
- B . Estimate the baseline impacts and submit a change request.
- C . Implement compression techniques to bring the project back on track.
- D . Review the resource management plan and organizational assets
Correct Answer: A
A
Explanation:
The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 9, Section 9.4
PMP Exam Content Outline, June 2019, Domain III, Task 10 PMP Sample Test Questions, Question 175
A
Explanation:
The project manager should call for a team meeting to identify the root cause for the declining performance, as this is part of managing project team. Managing project team involves tracking team member performance, providing feedback, resolving issues, and managing team changes. By calling for a team meeting, the project manager can engage the team members in problem-solving, address any conflicts or misunderstandings, and motivate them to improve their performance. The other options are not the best ways to improve the situation, as they either ignore, delay, or bypass the team involvement.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, 6th edition, Chapter 9, Section 9.4
PMP Exam Content Outline, June 2019, Domain III, Task 10 PMP Sample Test Questions, Question 175
Question #396
A company is transitioning from a predictive approach to an agile approach. A project manager is assigned to the first pilot with an inexperienced team. Due to an unexpected event, the whole team is asked to work remotely. During the second sprint, the project manager starts to notice a lack of commitment from the team members.
What should the project manager do in this situation as a servant leader?
- A . Request an exception to allow the team to return to work on-site
- B . Allow the team to address the problem as a self-organized team
- C . Coach team members to increase their engagement and collaboration
- D . Force the team to attend the daily standups to gather the project status
Correct Answer: C
C
Explanation:
Transitioning to an agile approach requires a shift in mindset and practices, especially when the team is inexperienced and working remotely. As a servant leader, the project manager should focus on coaching the team members to enhance their engagement and collaboration. This involves empowering the team, facilitating a supportive environment for learning, and encouraging open communication. Coaching helps in building a strong team dynamic that is essential for agile teams, particularly in a remote setting where team members may feel disconnected. By coaching, the project manager can help the team members to understand the agile values and principles, thereby increasing their commitment to the project goals.
Reference: The answer is supported by the principles of agile project management, which emphasize the importance of servant leadership and coaching for team development and engagement123. Additionally, the guidance on working with remote agile teams suggests that coaching and fostering collaboration are key to maintaining team commitment and performance4567.
C
Explanation:
Transitioning to an agile approach requires a shift in mindset and practices, especially when the team is inexperienced and working remotely. As a servant leader, the project manager should focus on coaching the team members to enhance their engagement and collaboration. This involves empowering the team, facilitating a supportive environment for learning, and encouraging open communication. Coaching helps in building a strong team dynamic that is essential for agile teams, particularly in a remote setting where team members may feel disconnected. By coaching, the project manager can help the team members to understand the agile values and principles, thereby increasing their commitment to the project goals.
Reference: The answer is supported by the principles of agile project management, which emphasize the importance of servant leadership and coaching for team development and engagement123. Additionally, the guidance on working with remote agile teams suggests that coaching and fostering collaboration are key to maintaining team commitment and performance4567.
Question #397
A project is 70% complete when the project sponsor requests an additional deliverable.
What should the project manager do first?
- A . Reject the request as being too late and leading to major scope creep.
- B . Submit the request to the change control board (CCB) for a decision.
- C . Negotiate with the project sponsor on the possible alternatives.
- D . Determine the possible impact of this change on all aspects of the project.
Correct Answer: D
D
Explanation:
When a project sponsor requests an additional deliverable, especially when the project is significantly underway, the first action a project manager should take is to determine the potential impact of this change on all aspects of the project. This involves assessing how the new deliverable will affect the project’s scope, time, cost, quality, resources, and risks. The project manager needs to analyze whether the additional deliverable aligns with the project objectives and how it might alter the project plan. This impact analysis is crucial before moving forward with any decisions or negotiations related to the change request.
Reference: The response is aligned with the principles outlined in the PMBOK Guide’s “Perform Integrated Change Control” process, which emphasizes the importance of assessing the impact of change requests as a first step1. Additionally, the role of Business Analysts in evaluating the impact of proposed changes on various aspects of the organization is highlighted, which supports the necessity of impact assessment in change management2.
D
Explanation:
When a project sponsor requests an additional deliverable, especially when the project is significantly underway, the first action a project manager should take is to determine the potential impact of this change on all aspects of the project. This involves assessing how the new deliverable will affect the project’s scope, time, cost, quality, resources, and risks. The project manager needs to analyze whether the additional deliverable aligns with the project objectives and how it might alter the project plan. This impact analysis is crucial before moving forward with any decisions or negotiations related to the change request.
Reference: The response is aligned with the principles outlined in the PMBOK Guide’s “Perform Integrated Change Control” process, which emphasizes the importance of assessing the impact of change requests as a first step1. Additionally, the role of Business Analysts in evaluating the impact of proposed changes on various aspects of the organization is highlighted, which supports the necessity of impact assessment in change management2.
Question #397
A project is 70% complete when the project sponsor requests an additional deliverable.
What should the project manager do first?
- A . Reject the request as being too late and leading to major scope creep.
- B . Submit the request to the change control board (CCB) for a decision.
- C . Negotiate with the project sponsor on the possible alternatives.
- D . Determine the possible impact of this change on all aspects of the project.
Correct Answer: D
D
Explanation:
When a project sponsor requests an additional deliverable, especially when the project is significantly underway, the first action a project manager should take is to determine the potential impact of this change on all aspects of the project. This involves assessing how the new deliverable will affect the project’s scope, time, cost, quality, resources, and risks. The project manager needs to analyze whether the additional deliverable aligns with the project objectives and how it might alter the project plan. This impact analysis is crucial before moving forward with any decisions or negotiations related to the change request.
Reference: The response is aligned with the principles outlined in the PMBOK Guide’s “Perform Integrated Change Control” process, which emphasizes the importance of assessing the impact of change requests as a first step1. Additionally, the role of Business Analysts in evaluating the impact of proposed changes on various aspects of the organization is highlighted, which supports the necessity of impact assessment in change management2.
D
Explanation:
When a project sponsor requests an additional deliverable, especially when the project is significantly underway, the first action a project manager should take is to determine the potential impact of this change on all aspects of the project. This involves assessing how the new deliverable will affect the project’s scope, time, cost, quality, resources, and risks. The project manager needs to analyze whether the additional deliverable aligns with the project objectives and how it might alter the project plan. This impact analysis is crucial before moving forward with any decisions or negotiations related to the change request.
Reference: The response is aligned with the principles outlined in the PMBOK Guide’s “Perform Integrated Change Control” process, which emphasizes the importance of assessing the impact of change requests as a first step1. Additionally, the role of Business Analysts in evaluating the impact of proposed changes on various aspects of the organization is highlighted, which supports the necessity of impact assessment in change management2.
Question #399
The project manager of an agile project has been asked to reduce the budget by 30% Since this is a small project team, the budget is primarily allocated to resources
What strategy should the project manager use in order to keep delivering value in a restricted environment?
- A . Reduce the project staff and adjust the scope and timelines accordingly in support of the budget reduction.
- B . Balance the project team in order to accommodate the budget challenges, and provide training to mitigate the risk of low performance
- C . Prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for those items.
- D . Restrict the project scope only to basic critical features and run the project with the current staffing level until all of the budget is consumed
Correct Answer: C
C
Explanation:
The project manager should prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for those items, as this is a strategy that aligns with the agile principles of delivering value early and often, and responding to change over following a plan1. By focusing on the most valuable and feasible features, the project manager can maximize the return on investment and customer satisfaction, while minimizing the waste and risk. The project manager should also collaborate with the product owner, the team, and the stakeholders to review and reprioritize the product backlog regularly, and to adapt to the changing requirements and constraints. Reducing the project staff and adjusting the scope and timelines accordingly in support of the budget reduction (option A) may not be a viable strategy, as it could compromise the quality and functionality of the product, and create dissatisfaction and demotivation among the team and the customers. Balancing the project team in order to accommodate the budget challenges, and providing training to mitigate the risk of low performance (option B) may not be a feasible strategy, as it could incur additional costs and time, and disrupt the team dynamics and productivity. Restricting the project scope only to basic critical features and running the project with the current staffing level until all of the budget is consumed (option D) may not be an effective strategy, as it could ignore the feedback and expectations of the customers, and miss the opportunities to deliver incremental value and improve the product.
Reference: 1: Agile Practice Guide, Project Management Institute, Inc., 2017, p. 8.
C
Explanation:
The project manager should prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for those items, as this is a strategy that aligns with the agile principles of delivering value early and often, and responding to change over following a plan1. By focusing on the most valuable and feasible features, the project manager can maximize the return on investment and customer satisfaction, while minimizing the waste and risk. The project manager should also collaborate with the product owner, the team, and the stakeholders to review and reprioritize the product backlog regularly, and to adapt to the changing requirements and constraints. Reducing the project staff and adjusting the scope and timelines accordingly in support of the budget reduction (option A) may not be a viable strategy, as it could compromise the quality and functionality of the product, and create dissatisfaction and demotivation among the team and the customers. Balancing the project team in order to accommodate the budget challenges, and providing training to mitigate the risk of low performance (option B) may not be a feasible strategy, as it could incur additional costs and time, and disrupt the team dynamics and productivity. Restricting the project scope only to basic critical features and running the project with the current staffing level until all of the budget is consumed (option D) may not be an effective strategy, as it could ignore the feedback and expectations of the customers, and miss the opportunities to deliver incremental value and improve the product.
Reference: 1: Agile Practice Guide, Project Management Institute, Inc., 2017, p. 8.
Question #400
An intern is replacing a critical resource midway through a sprint To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern’s mentor Two months later, the project goes into critical status, delaying the release milestone by a month.
What should the project manager have done to avoid this scenario?
- A . Convinced the critical resource to remain on the project.
- B . Requested an experienced resource as a replacement
- C . Allocated additional time for mentoring
- D . Negotiated additional time to complete the project
Correct Answer: C
C
Explanation:
The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn faster and perform better. Mentoring is a key practice in agile projects, as it helps to transfer knowledge, skills, and experience from senior to junior team members. It also fosters collaboration, trust, and feedback within the team. By allocating more time for mentoring, the project manager could have ensured that the intern was adequately supported and prepared to take over the critical role. This would have reduced the risk of delays and quality issues in the project.
Reference: Role of Agile Mentor – PM Majik
Mentoring | Scrum.org
Agile Team Roles: The 7 Most Important People in Agile Project
C
Explanation:
The project manager should have allocated additional time for mentoring the intern, as this would have helped the intern to learn faster and perform better. Mentoring is a key practice in agile projects, as it helps to transfer knowledge, skills, and experience from senior to junior team members. It also fosters collaboration, trust, and feedback within the team. By allocating more time for mentoring, the project manager could have ensured that the intern was adequately supported and prepared to take over the critical role. This would have reduced the risk of delays and quality issues in the project.
Reference: Role of Agile Mentor – PM Majik
Mentoring | Scrum.org
Agile Team Roles: The 7 Most Important People in Agile Project