Practice Free PMP Exam Online Questions
Question #410
A project manager has been asked to lead a project. The performing organization does not have a project management office (PMO) or formal governance policies procedures, and guidelines for this type of project
What should the project manager do first to determine a governance approach for the project?
- A . Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project
- B . Consult with team members and stakeholders to determine whether the organization has any informal governance policies procedures, and guidelines
- C . Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for project governance policies, procedures, and guidelines
- D . Coach the self-managing team to produce tailored governance policies, procedures and guidelines for the project
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
B
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
Question #412
A project manager writes to the receiving organization to inform them that all acceptance activities are completed with success and it is time to initiate handover. The receiving manager replies that the team will not be ready for the handover procedure for another two weeks.
What should the project manager do?
- A . Deliver to the receiving manager on time, who can then make a knowledge transfer to their team.
- B . Inform the project sponsor of the two-week delay and replan activities to minimize delays.
- C . Request that the receiving manager issue a change request to prolong the project by two weeks.
- D . Issue an internal change request to secure the resources for an additional two weeks.
Correct Answer: C
C
Explanation:
According to project management best practices, a change request is a formal document that describes the proposed changes to a project and the impact they will have on the project scope, schedule, budget, quality, and risks12. A change request should be initiated by the party that is requesting the change, not by the party that is delivering the project3. Therefore, the receiving manager should be responsible for issuing a change request to the project manager, who can then evaluate it and approve or reject it.
Delivering the project to the receiving manager on time, without ensuring that they are ready to accept it, could lead to poor knowledge transfer, lack of ownership, and increased risks of errors or defects4. Informing the project sponsor of the delay and replanning the activities could be done after the change request is approved, but not before. Issuing an internal change request to secure the resources for an additional two weeks could be seen as a unilateral decision by the project manager, without considering the needs and expectations of the receiving organization.
Therefore, the most appropriate and professional action for the project manager to do is to request that the receiving manager issue a change request to prolong the project by two weeks, and then follow the change management process to handle it. This way, the project manager can ensure that the project is delivered in accordance with the agreed scope, quality, and stakeholder satisfaction.
C
Explanation:
According to project management best practices, a change request is a formal document that describes the proposed changes to a project and the impact they will have on the project scope, schedule, budget, quality, and risks12. A change request should be initiated by the party that is requesting the change, not by the party that is delivering the project3. Therefore, the receiving manager should be responsible for issuing a change request to the project manager, who can then evaluate it and approve or reject it.
Delivering the project to the receiving manager on time, without ensuring that they are ready to accept it, could lead to poor knowledge transfer, lack of ownership, and increased risks of errors or defects4. Informing the project sponsor of the delay and replanning the activities could be done after the change request is approved, but not before. Issuing an internal change request to secure the resources for an additional two weeks could be seen as a unilateral decision by the project manager, without considering the needs and expectations of the receiving organization.
Therefore, the most appropriate and professional action for the project manager to do is to request that the receiving manager issue a change request to prolong the project by two weeks, and then follow the change management process to handle it. This way, the project manager can ensure that the project is delivered in accordance with the agreed scope, quality, and stakeholder satisfaction.
Question #413
A senior employee with experience relevant to a highly complex project is seeking a promotion to be able to join the project. The employee has made a recommendation regarding the project. The project charter was recently approved.
How should the project manager address the employee’s request?
- A . Evaluate the employee’s recommendation by reviewing the lessons learned from a similar project.
- B . Create a salience model to determine if the employee will have influence on the project.
- C . Ask the project sponsor to revisit the project charter to consider the employee’s recommendation.
- D . Assess the influence and power of the employee to see if the employee will add value.
Correct Answer: D
D
Explanation:
The project manager should assess the influence and power of the employee to determine if they will add value to the project. This involves considering the employee’s experience, skills, and the relevance of their recommendation to the project’s objectives. The project charter, which has been recently approved, provides the project manager with the authority to make such assessments and decisions. It is important to align the employee’s capabilities and the project’s needs to ensure that their involvement will contribute positively to the project’s success.
Reference: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition.
Project Management Institute. (2023). Project Management Professional (PMP)® Certification Handbook.
D
Explanation:
The project manager should assess the influence and power of the employee to determine if they will add value to the project. This involves considering the employee’s experience, skills, and the relevance of their recommendation to the project’s objectives. The project charter, which has been recently approved, provides the project manager with the authority to make such assessments and decisions. It is important to align the employee’s capabilities and the project’s needs to ensure that their involvement will contribute positively to the project’s success.
Reference: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition.
Project Management Institute. (2023). Project Management Professional (PMP)® Certification Handbook.
Question #414
A key stakeholder who is highly involved in the project claims that the reports sent by the project team are inadequate.
What should the project manager do first?
- A . Ask the project team to review and modify all of these reports.
- B . Ask the sponsor to meet with the stakeholder to diffuse the situation with the reports.
- C . Explain to the stakeholder that these are the approved templates for the reports.
- D . Ensure that the reports comply with the communications management plan.
Correct Answer: D
D
Explanation:
The first action a project manager should take when a stakeholder deems the reports inadequate is to ensure that the reports are in line with the communications management plan. This plan outlines how project communication will occur, including the format and content of reports. By verifying compliance with the plan, the project manager can determine if the issue is due to a deviation from the agreed-upon standards or if the plan itself needs to be adjusted to meet stakeholder expectations. This step is crucial before making any changes to the reports or engaging further with the stakeholder.
Reference: The importance of aligning project reports with the communications management plan is highlighted in best practices for stakeholder engagement and communication in project management and business analysis. These practices emphasize the need to manage stakeholder expectations effectively and ensure that all communications are consistent with the project’s agreed-upon methods123. Additionally, the Professional Certificate in Stakeholder Engagement from BCS suggests that managing expectations and communicating effectively are key to successful stakeholder engagement4.
D
Explanation:
The first action a project manager should take when a stakeholder deems the reports inadequate is to ensure that the reports are in line with the communications management plan. This plan outlines how project communication will occur, including the format and content of reports. By verifying compliance with the plan, the project manager can determine if the issue is due to a deviation from the agreed-upon standards or if the plan itself needs to be adjusted to meet stakeholder expectations. This step is crucial before making any changes to the reports or engaging further with the stakeholder.
Reference: The importance of aligning project reports with the communications management plan is highlighted in best practices for stakeholder engagement and communication in project management and business analysis. These practices emphasize the need to manage stakeholder expectations effectively and ensure that all communications are consistent with the project’s agreed-upon methods123. Additionally, the Professional Certificate in Stakeholder Engagement from BCS suggests that managing expectations and communicating effectively are key to successful stakeholder engagement4.
Question #415
A project manager holds meetings every Monday to review the team members’ progress. The project sponsor is insisting on daily updates to ensure improved delivery on products developed by all of the teams, including this one. Some learn members indicate they are on a very light time line and would
attend me Monday meeting, but not the daily update meetings.
What should the project manager do to ensure all team members participate in daily meetings?
- A . Analyse the team members’ influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings.
- B . Require all team members to attend the daily review meetings as they ate requested by the project sponsor.
- C . Inform the functional manager and replace (earn members who cannot join the daily progress meetings.
- D . Review the influence of each team member, call the team members with the highest influence to a meeting, and convince them to join the daily standups.
Correct Answer: A
A
Explanation:
The project manager should analyze the team members’ influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings (Option A). This approach is based on the principle that understanding the influence levels of team members can help in effectively managing their participation in meetings1. Additionally, training on the importance of daily standups can help team members understand the value of these meetings and encourage their participation2.
Requiring all team members to attend the daily review meetings as they are requested by the project sponsor (Option B) may not be effective if the team members do not see the value in these meetings2. Informing the functional manager and replacing team members who cannot join the daily progress meetings (Option C) may not be practical or beneficial for the project2. Reviewing the influence of each team member, calling the team members with the highest influence to a meeting, and convincing them to join the daily standups (Option D) may not ensure the participation of all team members1.
Reference:
1: 10 Project Meetings to Guide Your Project Management Team – ProjectManager.com
2: 6 Techniques for Running Project Management Meetings – Fellow.app
A
Explanation:
The project manager should analyze the team members’ influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings (Option A). This approach is based on the principle that understanding the influence levels of team members can help in effectively managing their participation in meetings1. Additionally, training on the importance of daily standups can help team members understand the value of these meetings and encourage their participation2.
Requiring all team members to attend the daily review meetings as they are requested by the project sponsor (Option B) may not be effective if the team members do not see the value in these meetings2. Informing the functional manager and replacing team members who cannot join the daily progress meetings (Option C) may not be practical or beneficial for the project2. Reviewing the influence of each team member, calling the team members with the highest influence to a meeting, and convincing them to join the daily standups (Option D) may not ensure the participation of all team members1.
Reference:
1: 10 Project Meetings to Guide Your Project Management Team – ProjectManager.com
2: 6 Techniques for Running Project Management Meetings – Fellow.app
Question #416
A protect manager has just finished planning for a project when the client adds a new project team member. The project manager Knows that the new team member only works remotely and is not in the main office. In addition, the new team member engages with decisions quickly in a face-to-face environment, but is slow to respond otherwise.
How should the project manager reflect this in their planning?
- A . Send out recurring onsite project meeting invites to ensure the team member’s presence.
- B . Update the project charter to include the new team member for this project.
- C . Monitor the new team member’s input to gauge their value to the project.
- D . Include the team member in the stakeholder register and update the communications management plan.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the stakeholder register is an output of the Identify Stakeholders process, and it contains information about the project stakeholders, such as their identification, assessment, classification, and engagement levels1. The communications management plan is an output of the Plan Communications Management process, and it describes how the project information will be managed and communicated among the stakeholders, such as the communication requirements, methods, formats, frequency, roles, and responsibilities2. Whenever there is a change in the project team or the stakeholder environment, the project manager should update the stakeholder register and the communications management plan accordingly, to ensure that the new team member or stakeholder is properly identified, analyzed, and engaged3. In this case, the project manager should include the new team member in the stakeholder register and update the communications management plan to reflect the team member’s communication pReference, such as working remotely and being more responsive in face-to-face interactions. This will help the project manager to plan and manage the project communications more effectively and efficiently, and to avoid potential misunderstandings, conflicts, or delays45.
Reference: 1: PMBOK Guide, 7th edition, page 215 2: PMBOK Guide, 7th edition, page 237 3: PMBOK Guide, 7th edition, page 217 4: Project Team Communications4 5:
How to create a project management communication plan5
D
Explanation:
According to the PMBOK Guide, the stakeholder register is an output of the Identify Stakeholders process, and it contains information about the project stakeholders, such as their identification, assessment, classification, and engagement levels1. The communications management plan is an output of the Plan Communications Management process, and it describes how the project information will be managed and communicated among the stakeholders, such as the communication requirements, methods, formats, frequency, roles, and responsibilities2. Whenever there is a change in the project team or the stakeholder environment, the project manager should update the stakeholder register and the communications management plan accordingly, to ensure that the new team member or stakeholder is properly identified, analyzed, and engaged3. In this case, the project manager should include the new team member in the stakeholder register and update the communications management plan to reflect the team member’s communication pReference, such as working remotely and being more responsive in face-to-face interactions. This will help the project manager to plan and manage the project communications more effectively and efficiently, and to avoid potential misunderstandings, conflicts, or delays45.
Reference: 1: PMBOK Guide, 7th edition, page 215 2: PMBOK Guide, 7th edition, page 237 3: PMBOK Guide, 7th edition, page 217 4: Project Team Communications4 5:
How to create a project management communication plan5
Question #417
A project is ending and the final deliverables have been accepted by the customer. The project team is pleased that the project was a success: however, some groups within the customer’s organization believe the objective of the project was not met.
What should the project manager have done to avoid this issue?
- A . Distributed a detailed quality management plan to the key stakeholders.
- B . Included the final report during the closing phase to ensure common understanding.
- C . Identified key stakeholders and included all of them in project agreement discussions.
- D . Performed project reporting according to the communications management plan.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, the project manager should identify the key stakeholders and their needs and expectations at the beginning of the project and throughout the project life cycle1. The project manager should also involve the key stakeholders in the project agreement discussions, as it helps to establish a common understanding of the project objectives, scope, deliverables, and acceptance criteria2. Therefore, the best option is to identify key stakeholders and include all of them in project agreement discussions.
Option A is incorrect because distributing a detailed quality management plan to the key stakeholders may not ensure that they agree with the project objectives or the quality standards.
Option B is incorrect because including the final report during the closing phase may not address the issue of stakeholder dissatisfaction or misalignment, as it may be too late to make any changes or adjustments.
Option D is incorrect because performing project reporting according to the communications management plan may not guarantee that the stakeholders are aware of or satisfied with the project outcomes, as it may not reflect their feedback or concerns.
Reference: 1: PMBOK Guide, 6th edition, section 13.1.3.1, p. 513 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89
C
Explanation:
According to the PMBOK Guide, the project manager should identify the key stakeholders and their needs and expectations at the beginning of the project and throughout the project life cycle1. The project manager should also involve the key stakeholders in the project agreement discussions, as it helps to establish a common understanding of the project objectives, scope, deliverables, and acceptance criteria2. Therefore, the best option is to identify key stakeholders and include all of them in project agreement discussions.
Option A is incorrect because distributing a detailed quality management plan to the key stakeholders may not ensure that they agree with the project objectives or the quality standards.
Option B is incorrect because including the final report during the closing phase may not address the issue of stakeholder dissatisfaction or misalignment, as it may be too late to make any changes or adjustments.
Option D is incorrect because performing project reporting according to the communications management plan may not guarantee that the stakeholders are aware of or satisfied with the project outcomes, as it may not reflect their feedback or concerns.
Reference: 1: PMBOK Guide, 6th edition, section 13.1.3.1, p. 513 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89
Question #418
A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects.
How can the project manager strategize the use of a hybrid approach to the organization?
- A . Present the benefits of a hybrid approach to key stakeholders to get their support.
- B . Create a project change request to execute the project using a hybrid approach.
- C . Send a letter to the project management office (PMO) requesting to use a hybrid approach.
- D . Submit a notification to the project team confirming they will be using a hybrid approach on the project.
Correct Answer: A
A
Explanation:
In the context of a complex research project with high levels of uncertainty, presenting the benefits of a hybrid approach to key stakeholders is crucial for gaining their support. A hybrid approach combines elements of both predictive (traditional) and adaptive (agile) project management methodologies, allowing for flexibility in planning and execution while still providing structure where needed. This strategy is particularly effective when dealing with projects that have uncertain requirements or that may experience significant changes during their lifecycle. By engaging stakeholders and securing their buy-in, the project manager can ensure that the organization is aligned and supportive of the hybrid approach, which is essential for its successful implementation123.
Reference: PMBOK® Guide C Seventh Edition4
Hybrid Project Management: The What, Why, and Hows – 4PMTI1 Agile, Traditional, and Hybrid Approaches to Project Success – PMI3 Professional in Business Analysis Reference Materials5
A
Explanation:
In the context of a complex research project with high levels of uncertainty, presenting the benefits of a hybrid approach to key stakeholders is crucial for gaining their support. A hybrid approach combines elements of both predictive (traditional) and adaptive (agile) project management methodologies, allowing for flexibility in planning and execution while still providing structure where needed. This strategy is particularly effective when dealing with projects that have uncertain requirements or that may experience significant changes during their lifecycle. By engaging stakeholders and securing their buy-in, the project manager can ensure that the organization is aligned and supportive of the hybrid approach, which is essential for its successful implementation123.
Reference: PMBOK® Guide C Seventh Edition4
Hybrid Project Management: The What, Why, and Hows – 4PMTI1 Agile, Traditional, and Hybrid Approaches to Project Success – PMI3 Professional in Business Analysis Reference Materials5
Question #419
A project manager brings in a new team member from an agile environment to work in a predictive environment. The project manager expects to leverage the new team member’s agile experience with the existing team members.
What should the project manager do to integrate the new team member effectively?
- A . Train the new team member in the predictive project management approach.
- B . Acknowledge that hiring this new employee is a risk to the existing team
- C . Set expectations with the new team member and explain what is needed
- D . Meet with all team members and explain the new employee’s position.
Correct Answer: C
C
Explanation:
The project manager should set clear expectations with the new team member and explain the differences between the agile and predictive approaches, as well as the benefits and challenges of working in a hybrid environment. The project manager should also encourage the new team member to share their agile experience and best practices with the existing team members, and foster a collaborative and learning culture among the team. Training the new team member in the predictive approach (A) is not enough, as it does not address the potential gaps and conflicts that may arise from working in a hybrid environment. Acknowledging that hiring the new employee is a risk (B) is not helpful, as it may create a negative impression and undermine the trust and respect among the team members. Meeting with all team members and explaining the new employee’s position (D) is also not sufficient, as it does not clarify the expectations and roles of the new team member, nor does it leverage their agile experience.
Reference: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.
C
Explanation:
The project manager should set clear expectations with the new team member and explain the differences between the agile and predictive approaches, as well as the benefits and challenges of working in a hybrid environment. The project manager should also encourage the new team member to share their agile experience and best practices with the existing team members, and foster a collaborative and learning culture among the team. Training the new team member in the predictive approach (A) is not enough, as it does not address the potential gaps and conflicts that may arise from working in a hybrid environment. Acknowledging that hiring the new employee is a risk (B) is not helpful, as it may create a negative impression and undermine the trust and respect among the team members. Meeting with all team members and explaining the new employee’s position (D) is also not sufficient, as it does not clarify the expectations and roles of the new team member, nor does it leverage their agile experience.
Reference: PMBOK Guide, 7th edition, page 91; Agile Practice Guide, page 14.
Question #420
In a frequently changing project, the project manager discovers a customer requirement change during a daily meeting.
What should the project manager do?
- A . Give the change to the scrum master to investigate how much additional effort the change will require.
- B . Tell the customer that the requirement change will be put into the next project phase if management approves.
- C . Validate the requirement change with the product owner and development team before redefining the scope.
- D . Escalate to management for approval since the change was not included in the original requirements.
Correct Answer: C
C
Explanation:
When a customer requirement change is identified, the project manager should first validate the change with the product owner and the development team. This ensures that the change is feasible and assesses its impact on the project. The PMBOK Guide outlines the importance of involving stakeholders in decision-making processes and the need for integrated change control to manage changes effectively.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of stakeholder engagement and integrated change control that are part of the PMP’s body of knowledge
C
Explanation:
When a customer requirement change is identified, the project manager should first validate the change with the product owner and the development team. This ensures that the change is feasible and assesses its impact on the project. The PMBOK Guide outlines the importance of involving stakeholders in decision-making processes and the need for integrated change control to manage changes effectively.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of stakeholder engagement and integrated change control that are part of the PMP’s body of knowledge