Practice Free PMP Exam Online Questions
Question #441
A project manager has two projects that are being executed at the same time. The duration of the critical project must be reduced, but the project manager does not have enough resources to achieve this goal. In addition, the schedule does not have activities that can be overlapped
What should the project manager do?
- A . Analyze both projects to determine the most effective use of common resources
- B . Use resource optimization to justify requesting more resources for the critical project
- C . Provide schedule optimization training to the project teams to improve their skills.
- D . Apply fast-tracking techniques to compress the schedule of the critical project
Correct Answer: D
D
Explanation:
Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities. Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team’s competencies and performance.
Reference: PMBOK Guide, 6th edition, pages 201-202, 215-216, 718 Project Management Professional (PMP) Certification Handbook, page 9 5 Methods for Shortening A Project Schedule, section “Fast Tracking”
D
Explanation:
Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities. Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team’s competencies and performance.
Reference: PMBOK Guide, 6th edition, pages 201-202, 215-216, 718 Project Management Professional (PMP) Certification Handbook, page 9 5 Methods for Shortening A Project Schedule, section “Fast Tracking”
Question #442
A project team member was unhappy with a new change in project governance and complained to one of the project sponsors. The project sponsor challenged the project manager.
How should the project manager resolve this conflict?
- A . Arrange a meeting with the project team member and project sponsor to discuss the change and
obtain consensus. - B . Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.
- C . Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.
- D . Schedule a meeting with the project team member’s functional manager and request the functional manager’s support.
Correct Answer: A
A
Explanation:
In situations where there is a conflict regarding project governance, it is important for the project manager to facilitate a discussion between the parties involved. Arranging a meeting with the project team member and the project sponsor to discuss the concerns and work towards a consensus is a proactive approach. This allows for open communication, ensures that all viewpoints are heard, and works towards a collaborative solution. It aligns with conflict resolution techniques that emphasize problem-solving and collaboration12.
Reference: This response is based on conflict resolution strategies recommended in the PMBOK Guide and the standards of practice for project management and business analysis1234.
A
Explanation:
In situations where there is a conflict regarding project governance, it is important for the project manager to facilitate a discussion between the parties involved. Arranging a meeting with the project team member and the project sponsor to discuss the concerns and work towards a consensus is a proactive approach. This allows for open communication, ensures that all viewpoints are heard, and works towards a collaborative solution. It aligns with conflict resolution techniques that emphasize problem-solving and collaboration12.
Reference: This response is based on conflict resolution strategies recommended in the PMBOK Guide and the standards of practice for project management and business analysis1234.
Question #443
A project manager just started managing agile projects. The project manager realizes that due to the lack of a clear definition of project objectives and definition of done (DoD) their colleague’s projects have had many difficulties Sponsors keep asking for more features and the projects have yet to be completed
What should the project manager do to avoid these issues?
- A . Arrange meetings to ensure every necessary task to complete the project is included in the project management plan
- B . Convince the project sponsor to incorporate quality experts so the product can be tested and accepted as completed.
- C . Convince the product owner to approach the team and look for options to find a solution to the problem
- D . Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager should initiate the project by developing the project charter with the key stakeholders. The project charter should define the project objectives, scope, deliverables, success criteria, and high-level risks. The project charter should also establish the project vision, value proposition, and definition of done (DoD) for the agile project. The project charter should provide clarity and alignment among the project stakeholders and enable the agile team to deliver value to the customer in short iterations. Therefore, the project manager should schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project.
Reference: PMBOK Guide, 6th edition, pages 18, 37, 75-76, 286-287.
D
Explanation:
According to the PMBOK Guide, the project manager should initiate the project by developing the project charter with the key stakeholders. The project charter should define the project objectives, scope, deliverables, success criteria, and high-level risks. The project charter should also establish the project vision, value proposition, and definition of done (DoD) for the agile project. The project charter should provide clarity and alignment among the project stakeholders and enable the agile team to deliver value to the customer in short iterations. Therefore, the project manager should schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project.
Reference: PMBOK Guide, 6th edition, pages 18, 37, 75-76, 286-287.
Question #444
A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB).
What should the project manager do now?
- A . Notify the project team about the change request’s approval.
- B . Include the new branch of the bridge in the design.
- C . Communicate the decision to the stakeholder who requested the change.
- D . Evaluate the adjustments to the project management plan.
Correct Answer: C
C
Explanation:
After a change request is approved by the Change Control Board (CCB), the project manager should communicate the decision to the stakeholder who requested the change. This is an important step in the change management process as it ensures transparency and maintains trust with stakeholders. It also allows the stakeholder to understand that their request has been considered and integrated into the project, which is crucial for stakeholder engagement and satisfaction.
Reference: The information is aligned with the PMBOK Guide’s Change Management Process, which emphasizes the importance of communication with stakeholders after a decision has been made on a change request1. Additionally, the role of Business Analysts in change management includes ensuring that changes align with the organization’s goals and objectives, which involves communicating approved changes to relevant stakeholders2.
C
Explanation:
After a change request is approved by the Change Control Board (CCB), the project manager should communicate the decision to the stakeholder who requested the change. This is an important step in the change management process as it ensures transparency and maintains trust with stakeholders. It also allows the stakeholder to understand that their request has been considered and integrated into the project, which is crucial for stakeholder engagement and satisfaction.
Reference: The information is aligned with the PMBOK Guide’s Change Management Process, which emphasizes the importance of communication with stakeholders after a decision has been made on a change request1. Additionally, the role of Business Analysts in change management includes ensuring that changes align with the organization’s goals and objectives, which involves communicating approved changes to relevant stakeholders2.
Question #445
A product company is transforming the way it develops and releases products in the market Executives believe that this is a high-risk initiative, and this initiative must be successful
What should the project manager do in this scenario?
- A . Develop a business case with assumptions for the new model
- B . Develop a communications management plan to inform the employees about the new business model
- C . Adopt an iterative rollout approach that delivers the highest business value earlier
- D . Develop a detailed sprint plan with clear deliverables
Correct Answer: C
C
Explanation:
An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer’s needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and high-uncertainty projects.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.2: Validate Solution
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2:
Validate Solution
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
C
Explanation:
An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer’s needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and high-uncertainty projects.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.2: Validate Solution
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2:
Validate Solution
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
Question #446
A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information.
What should the project manager do?
- A . Request information directly from the sourcing department team members.
- B . Present the situation to the manager of the sourcing department head.
- C . Discuss the situation with the company project sponsor for advice.
- D . Work out a resolution in consultation with the sourcing department head.
Correct Answer: D
D
Explanation:
In a balanced matrix organization, the project manager and the functional managers (such as the sourcing department head) share responsibility and authority. The project manager should work directly with the sourcing department head to find a solution that allows for the necessary information to be communicated in a way that fits within the constraints of the department head’s time. This collaborative approach is consistent with the principles of a balanced matrix organization, where both project and functional managers must work together to ensure project success.
Reference: This approach aligns with the PMBOK® Guide’s emphasis on the project manager’s role in communication and stakeholder engagement within a matrix organization12. It also reflects the project manager’s responsibilities to manage project communications effectively and to address issues proactively34.
D
Explanation:
In a balanced matrix organization, the project manager and the functional managers (such as the sourcing department head) share responsibility and authority. The project manager should work directly with the sourcing department head to find a solution that allows for the necessary information to be communicated in a way that fits within the constraints of the department head’s time. This collaborative approach is consistent with the principles of a balanced matrix organization, where both project and functional managers must work together to ensure project success.
Reference: This approach aligns with the PMBOK® Guide’s emphasis on the project manager’s role in communication and stakeholder engagement within a matrix organization12. It also reflects the project manager’s responsibilities to manage project communications effectively and to address issues proactively34.
Question #447
A project team has finished its first iteration out of six. The iteration’s delivery performance (velocity) was 50%.
During the iteration retrospective, the team realizes that the complexity of the work was underestimated.
What should the project manager do?
- A . Update the issue log and escalate it to the project sponsor.
- B . Meet with the team to review internal actions to resolve the situation.
- C . Ask the technical manager to help the team with the issue.
- D . Ask to replace some team members with more experienced ones.
Correct Answer: B
B
Explanation:
The PMBOK® Guide suggests that when a project team recognizes an underestimation of work complexity, it is essential for the project manager to engage with the team to review and adjust the project’s approach. This includes reassessing the iteration’s work and complexity, updating the project management plan as necessary, and ensuring that the team has a clear understanding of the revised objectives and tasks12.
Reference: “Protecting software development projects against underestimation” from PMI1; “Practice: Iteration Planning Meeting” from PMI2.
B
Explanation:
The PMBOK® Guide suggests that when a project team recognizes an underestimation of work complexity, it is essential for the project manager to engage with the team to review and adjust the project’s approach. This includes reassessing the iteration’s work and complexity, updating the project management plan as necessary, and ensuring that the team has a clear understanding of the revised objectives and tasks12.
Reference: “Protecting software development projects against underestimation” from PMI1; “Practice: Iteration Planning Meeting” from PMI2.
Question #448
A project manager has recently been assigned to a new project. When the project manager first meets the project team, the team tells the project manager that all of the management plans and documents for the project are missing.
What should the project manager do?
- A . Ask the stakeholders to develop all of the project artifacts so the project team can continue their scheduled activities.
- B . Create the project management plans with the project team and share the documents with the stakeholders.
- C . Continue working on scheduled tasks to avoid delaying the project and leave the development of project artifacts for later.
- D . Adapt the project management plans and documents from previous executed projects in order to save time.
Correct Answer: B
B
Explanation:
The Project Management Plan (PMP) is the primary document that defines how the project will be executed, monitored, and controlled. It is essential for guiding the project team through the project’s execution and ensuring that all stakeholders are aligned on the project’s objectives and approach.
When management plans and documents are missing, it is crucial to recreate these artifacts to provide direction and structure for the project. This aligns with the best practices outlined in the PMBOK guide, which emphasizes the importance of the PMP as a tool for planning, executing, and monitoring the project12.
Reference: PMBOK Guide and Standards1
LinkedIn article on “18 Plans and 33 documents in PMP” by Amer Ali1
PMTI article on "What is a Project Management Plan in Project Management (PMP)"2
B
Explanation:
The Project Management Plan (PMP) is the primary document that defines how the project will be executed, monitored, and controlled. It is essential for guiding the project team through the project’s execution and ensuring that all stakeholders are aligned on the project’s objectives and approach.
When management plans and documents are missing, it is crucial to recreate these artifacts to provide direction and structure for the project. This aligns with the best practices outlined in the PMBOK guide, which emphasizes the importance of the PMP as a tool for planning, executing, and monitoring the project12.
Reference: PMBOK Guide and Standards1
LinkedIn article on “18 Plans and 33 documents in PMP” by Amer Ali1
PMTI article on "What is a Project Management Plan in Project Management (PMP)"2
Question #449
The rollout of a new finance system is in the execution phase. A number of issues have surfaced in the last month that are slowing the project down A new project sponsor has recently started with the company but has not had time to meet the project manager. The project is at the point where the issues are significantly impacting delivery of the project
How should the project manager alert the new project sponsor about these concerns?
- A . Send an email invitation to the project sponsor to attend all of the project team’s weekly meetings, and hope the sponsor will find time to attend
- B . Send an email to the project sponsor summarizing the project status and key concerns, and request an immediate face-to-face meeting to discuss them
- C . Continue emailing updated project status reports highlighting the key risks and issues, and wait for the project sponsor to request a meeting
- D . Complete a risk analysis outlining the delays and impacts, and email a copy of the risk register, urging the project sponsor to respond
Correct Answer: B
B
Explanation:
The project manager should alert the new project sponsor about the issues that are affecting the project delivery as soon as possible, and seek their support and guidance. The best way to do this is to send an email that summarizes the project status and key concerns, and request an immediate face-to-face meeting to discuss them. This way, the project manager can communicate the urgency and importance of the situation, and establish a direct and personal connection with the project sponsor. The project manager should also prepare a clear and concise agenda for the meeting, and provide relevant information and data to support their claims and recommendations.
Option A is not a good choice, because it is passive and hopeful, rather than proactive and assertive. The project manager should not rely on the project sponsor to find time to attend the project team’s weekly meetings, which may not be relevant or convenient for them. The project manager should initiate a dedicated meeting with the project sponsor to address the specific issues and concerns.
Option C is also not a good choice, because it is ineffective and inefficient. The project manager should not continue emailing updated project status reports, which may not capture the attention or interest of the project sponsor, and may not convey the severity and impact of the issues. The project manager should not wait for the project sponsor to request a meeting, which may not happen in time or at all. The project manager should take the initiative and responsibility to escalate the issues and seek the project sponsor’s involvement and support.
Option D is not a good choice, because it is incomplete and insufficient. The project manager should not just complete a risk analysis and email a copy of the risk register, which may not be enough to persuade or inform the project sponsor. The project manager should also explain the context and background of the issues, and propose possible solutions and actions. The project manager should also follow up with a meeting request, rather than just urging the project sponsor to respond.
Reference: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition
B
Explanation:
The project manager should alert the new project sponsor about the issues that are affecting the project delivery as soon as possible, and seek their support and guidance. The best way to do this is to send an email that summarizes the project status and key concerns, and request an immediate face-to-face meeting to discuss them. This way, the project manager can communicate the urgency and importance of the situation, and establish a direct and personal connection with the project sponsor. The project manager should also prepare a clear and concise agenda for the meeting, and provide relevant information and data to support their claims and recommendations.
Option A is not a good choice, because it is passive and hopeful, rather than proactive and assertive. The project manager should not rely on the project sponsor to find time to attend the project team’s weekly meetings, which may not be relevant or convenient for them. The project manager should initiate a dedicated meeting with the project sponsor to address the specific issues and concerns.
Option C is also not a good choice, because it is ineffective and inefficient. The project manager should not continue emailing updated project status reports, which may not capture the attention or interest of the project sponsor, and may not convey the severity and impact of the issues. The project manager should not wait for the project sponsor to request a meeting, which may not happen in time or at all. The project manager should take the initiative and responsibility to escalate the issues and seek the project sponsor’s involvement and support.
Option D is not a good choice, because it is incomplete and insufficient. The project manager should not just complete a risk analysis and email a copy of the risk register, which may not be enough to persuade or inform the project sponsor. The project manager should also explain the context and background of the issues, and propose possible solutions and actions. The project manager should also follow up with a meeting request, rather than just urging the project sponsor to respond.
Reference: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition
Question #450
A contractor has been making small changes to the engineering specifications without submitting change requests. The contractor and the technical team did not discuss the changes with the project manager, and the modifications do not affect the budget and quality of the deliverable.
What should the project manager do?
- A . Report the violation to the change control board (CCB) and seek comprehensive approval for these modifications.
- B . Update the change management plan to define the level of control required for these types of modifications.
- C . Ask the quality control team to evaluate the modifications, but take no action because the associated quality risks are insignificant.
- D . Request the engineering team to update the specifications to reflect the modifications made by the contractor.
Correct Answer: B
B
Explanation:
The project manager should update the change management plan to clarify the scope and process of change control for the project. The change management plan is a component of the project management plan that defines how changes will be monitored and controlled. It also specifies the level of authority needed to approve different types of changes. The project manager should ensure that the change management plan is aligned with the project scope statement and the contract terms and conditions. The project manager should not report the violation to the CCB, as this may escalate the issue unnecessarily and damage the relationship with the contractor. The project manager should not ask the quality control team to evaluate the modifications, as this may imply acceptance of the changes without proper authorization. The project manager should not request the engineering team to update the specifications, as this may create confusion and inconsistency in the project documentation.
Reference: PMP Exam Content Outline (2021), Domain I: People, Task 9: Support team performance, p. 81
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.5.3.1: Change Management Plan, p. 1152 Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain II: Planning, Task 4: Plan Requirements Change Control Process, p. 12
B
Explanation:
The project manager should update the change management plan to clarify the scope and process of change control for the project. The change management plan is a component of the project management plan that defines how changes will be monitored and controlled. It also specifies the level of authority needed to approve different types of changes. The project manager should ensure that the change management plan is aligned with the project scope statement and the contract terms and conditions. The project manager should not report the violation to the CCB, as this may escalate the issue unnecessarily and damage the relationship with the contractor. The project manager should not ask the quality control team to evaluate the modifications, as this may imply acceptance of the changes without proper authorization. The project manager should not request the engineering team to update the specifications, as this may create confusion and inconsistency in the project documentation.
Reference: PMP Exam Content Outline (2021), Domain I: People, Task 9: Support team performance, p. 81
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, Section 4.5.3.1: Change Management Plan, p. 1152 Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain II: Planning, Task 4: Plan Requirements Change Control Process, p. 12