Practice Free PMP Exam Online Questions
Question #471
A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep.
Which action should the project manager take to control the scope?
- A . Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes.
- B . Accept only those changes to requirements that provide additional value to the project.
- C . Reject all changes that will increase the budget or increase the time line of the project.
- D . Accept only those changes that are approved by the change control board (CCB) prior to being implemented.
Correct Answer: D
D
Explanation:
The best action for a project manager to control scope creep in a global project with resources spread out in different locations is to ensure that any changes to the project scope are formally controlled. This is typically done through a change control board (CCB), which is a formal group responsible for reviewing, evaluating, and approving or rejecting changes to a project. The CCB ensures that any changes made to the project are carefully considered, evaluated for their impact, and aligned with the project’s objectives and constraints12. By having a CCB, the project manager can manage scope changes in a controlled manner, preventing scope creep and ensuring that the project remains on track.
Reference: Control Scope Process3
Change Control Board: Roles, Responsibilities & Processes1
Change Control Board:
What is It in Project Management?2
D
Explanation:
The best action for a project manager to control scope creep in a global project with resources spread out in different locations is to ensure that any changes to the project scope are formally controlled. This is typically done through a change control board (CCB), which is a formal group responsible for reviewing, evaluating, and approving or rejecting changes to a project. The CCB ensures that any changes made to the project are carefully considered, evaluated for their impact, and aligned with the project’s objectives and constraints12. By having a CCB, the project manager can manage scope changes in a controlled manner, preventing scope creep and ensuring that the project remains on track.
Reference: Control Scope Process3
Change Control Board: Roles, Responsibilities & Processes1
Change Control Board:
What is It in Project Management?2
Question #472
A project is delayed. The project manager added extra resources to some activities and approved overtime for several team members.
What technique is the project manager applying?
- A . Fast tracking
- B . Resource leveling
- C . Critical chain method
- D . Schedule crashing
Correct Answer: D
D
Explanation:
Schedule crashing is a technique used in project management to shorten the schedule duration for the least incremental cost by adding resources. It is a method used to shorten the project schedule without changing the project scope. When a project is behind schedule, project managers can opt for schedule crashing by allocating additional resources to critical path tasks. This approach can help to get the project back on track, but it often comes with increased costs, as resources are expensive12.
Reference:
https://www.usemotion.com/blog/project-management-crashing
https://blog.masterofproject.com/schedule-compression-techniques/
D
Explanation:
Schedule crashing is a technique used in project management to shorten the schedule duration for the least incremental cost by adding resources. It is a method used to shorten the project schedule without changing the project scope. When a project is behind schedule, project managers can opt for schedule crashing by allocating additional resources to critical path tasks. This approach can help to get the project back on track, but it often comes with increased costs, as resources are expensive12.
Reference:
https://www.usemotion.com/blog/project-management-crashing
https://blog.masterofproject.com/schedule-compression-techniques/
Question #473
DRAG DROP
A project manager of a large company needs to categorize the stakeholders’ involvement at the beginning of a project initiated by the board of directors. The sales and delivery teams are internal teams.
Drag each stakeholder scenario on the left to the correct engagement level on the right.
Correct Answer:
Question #474
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager’s invitation to join the new project.
What is the most likely reason for the engineer’s refusal to work on the project?
- A . The engineer did not feel welcome or enjoy working with the other project team members.
- B . The project manager did not follow the normal hiring process with the engineer’s functional manager.
- C . The engineer has “project burnout" from working long hours and solving difficult problems.
- D . The project manager did not sufficiently support and recognize the engineer’s professional growth.
Correct Answer: C
C
Explanation:
Project burnout is a common issue in project management, where team members experience physical and emotional exhaustion due to prolonged stress and overwork. This can lead to a decrease in performance and motivation, making it a likely reason for the engineer’s refusal to take on a new project. Recognizing and addressing burnout is crucial for maintaining a healthy and productive team environment.
Reference: (Professional in Business Analysis Reference Materials source and documents)
C
Explanation:
Project burnout is a common issue in project management, where team members experience physical and emotional exhaustion due to prolonged stress and overwork. This can lead to a decrease in performance and motivation, making it a likely reason for the engineer’s refusal to take on a new project. Recognizing and addressing burnout is crucial for maintaining a healthy and productive team environment.
Reference: (Professional in Business Analysis Reference Materials source and documents)
Question #475
The project manager is reviewing a project’s progress and notices that one of the risks has become an issue.
What should the project manager do to address the situation?
- A . Schedule a high-priority meeting with the project stakeholders to discuss the issue.
- B . Initiate a change request to obtain additional funds from the management reserve.
- C . Meet with the project team and customer to brainstorm about potential solutions.
- D . Collaborate with the relevant stakeholders on implementing the risk response plan.
Correct Answer: D
D
Explanation:
When a risk materializes and becomes an issue, the project manager should work with the relevant stakeholders to implement the risk response plan that was prepared during the project’s planning phase. This is in line with the PMI’s principles, which suggest that risks should have predefined response plans that can be activated when they occur. The implementation of the risk response plan is a proactive step to address the issue and mitigate its impact on the project1.
Reference: Project Management Institute (PMI) standards and publications.
PMBOK® Guide C Sixth Edition.
“Plan Risk Response for Your Projects” – Project Management Academy2.
“PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer” – Project Management Academy3.
“Risks vs Issues: Why most projects fail” – PMI4.
“The Difference Between Risk and Issues in Project Management” – iZenBridge5.
D
Explanation:
When a risk materializes and becomes an issue, the project manager should work with the relevant stakeholders to implement the risk response plan that was prepared during the project’s planning phase. This is in line with the PMI’s principles, which suggest that risks should have predefined response plans that can be activated when they occur. The implementation of the risk response plan is a proactive step to address the issue and mitigate its impact on the project1.
Reference: Project Management Institute (PMI) standards and publications.
PMBOK® Guide C Sixth Edition.
“Plan Risk Response for Your Projects” – Project Management Academy2.
“PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer” – Project Management Academy3.
“Risks vs Issues: Why most projects fail” – PMI4.
“The Difference Between Risk and Issues in Project Management” – iZenBridge5.
Question #476
In a construction project for a new building, the project manager decides to apply agile principles for the building foundation phase While evaluating the project schedule with the team, the project manager believes that the estimates are inaccurate.
How should the project manager address this issue?
- A . Create a product backlog
- B . Perform sprint reviews with the team
- C . Assess the previous project velocity
- D . Reduce the story size by splitting stories
Correct Answer: D
D
Explanation:
According to the Agile Practice Guide, one of the agile principles is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. To achieve this, the project manager should break down the work into small and manageable pieces, called stories, that can be completed within a short iteration, called a sprint. This will help to improve the accuracy of the estimates, the quality of the deliverables, and the feedback from the customer. Therefore, the project manager should reduce the story size by splitting stories that are too large or complex into smaller and simpler ones. Creating a product backlog may be a good practice, but it is not the best answer. The product backlog is a list of features or requirements that the customer wants in the final product. It does not address the issue of inaccurate estimates or large stories. Performing sprint reviews with the team may be a useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and collects their feedback. It does not address the issue of inaccurate estimates or large stories before the sprint starts. Assessing the previous project velocity may be helpful, but it is not sufficient to address the issue. The project velocity is a measure of how much work the team can complete in a sprint. It can be used to plan and monitor the project progress, but it does not address the issue of inaccurate estimates or large stories for the current sprint.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.1 (Product Backlog), Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)
D
Explanation:
According to the Agile Practice Guide, one of the agile principles is to deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale1. To achieve this, the project manager should break down the work into small and manageable pieces, called stories, that can be completed within a short iteration, called a sprint. This will help to improve the accuracy of the estimates, the quality of the deliverables, and the feedback from the customer. Therefore, the project manager should reduce the story size by splitting stories that are too large or complex into smaller and simpler ones. Creating a product backlog may be a good practice, but it is not the best answer. The product backlog is a list of features or requirements that the customer wants in the final product. It does not address the issue of inaccurate estimates or large stories. Performing sprint reviews with the team may be a useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and collects their feedback. It does not address the issue of inaccurate estimates or large stories before the sprint starts. Assessing the previous project velocity may be helpful, but it is not sufficient to address the issue. The project velocity is a measure of how much work the team can complete in a sprint. It can be used to plan and monitor the project progress, but it does not address the issue of inaccurate estimates or large stories for the current sprint.
Reference: Agile Practice Guide, Chapter 3, Section 3.2.1 (Product Backlog), Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)
Question #477
A project lead is working on an agile project to build the team’s vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed?
- A . Refuse to let the team proceed with the work based on their decision.
- B . Take the technical team lead aside and try to persuade them to change their vote.
- C . Note the reasons for the disagreement and let the team proceed.
- D . Set up a meeting with the project champion and ask them to intervene.
Correct Answer: C
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
Question #478
During a meeting with a customer, it was determined that participants of the meeting had different draft versions of an important design document.
What should the project manager do first to ensure that this does not happen again?
- A . Revisit the communication process control.
- B . Ensure only the approved version is shared.
- C . Investigate how draft versions were shared.
- D . Ensure only the latest version is shared.
Correct Answer: A
A
Explanation:
According to the PMBOK® Guide, communication process control is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met1. It involves ensuring that the communication management plan is effective and updated as needed, managing the flow of information, resolving communication issues, and implementing approved changes to the communication methods or tools1.
In this scenario, the project manager should first revisit the communication process control to identify and address the root cause of why different draft versions of the design document were distributed to the meeting participants. This could involve reviewing the communication management plan, the configuration management plan, the change management plan, and the project documents updates to ensure that the communication process is aligned with the project objectives and stakeholder expectations. The project manager should also implement corrective actions to prevent the recurrence of such communication errors and improve the quality and consistency of the project information.
Options B, C, and D are possible actions that the project manager could take after revisiting the communication process control, but they are not the first step to ensure that this does not happen again.
Option B is a preventive action that could help avoid confusion and ambiguity among the stakeholders, but it does not address the underlying issue of how different draft versions were shared in the first place.
Option C is a detective action that could help identify the source of the problem, but it does not provide a solution or improvement to the communication process.
Option D is a corrective action that could help resolve the current situation, but it does not prevent future occurrences of the same problem.
Reference: 1 PMBOK® Guide, 6th edition, page 377-378.
A
Explanation:
According to the PMBOK® Guide, communication process control is the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met1. It involves ensuring that the communication management plan is effective and updated as needed, managing the flow of information, resolving communication issues, and implementing approved changes to the communication methods or tools1.
In this scenario, the project manager should first revisit the communication process control to identify and address the root cause of why different draft versions of the design document were distributed to the meeting participants. This could involve reviewing the communication management plan, the configuration management plan, the change management plan, and the project documents updates to ensure that the communication process is aligned with the project objectives and stakeholder expectations. The project manager should also implement corrective actions to prevent the recurrence of such communication errors and improve the quality and consistency of the project information.
Options B, C, and D are possible actions that the project manager could take after revisiting the communication process control, but they are not the first step to ensure that this does not happen again.
Option B is a preventive action that could help avoid confusion and ambiguity among the stakeholders, but it does not address the underlying issue of how different draft versions were shared in the first place.
Option C is a detective action that could help identify the source of the problem, but it does not provide a solution or improvement to the communication process.
Option D is a corrective action that could help resolve the current situation, but it does not prevent future occurrences of the same problem.
Reference: 1 PMBOK® Guide, 6th edition, page 377-378.
Question #479
A new development project is about to start, and the project manager knows that a high-profile customer makes very specific and frequent requests in all sprints. This project will demand contract coordination with third parties, and the project manager must find a better way to manage customer and partner expectations.
What strategy should the project manager use?
- A . Focus on the implementation of a software as a service (SaaS) solution for the customer.
- B . Specify the scope and features to be deployed in the contract clearly.
- C . Work very closely with the customer and third parties to meet their needs.
- D . Change the marketing and product management definitions to meet stakeholder needs.
Correct Answer: B
B
Explanation:
In project management, it is crucial to manage stakeholder expectations effectively. This can be achieved by clearly specifying the scope and features in the contract. This approach aligns with the PMBOK® Guide’s emphasis on clear communication and setting realistic expectations. By defining the scope and features clearly, the project manager can set boundaries and manage both customer and third-party expectations, which is essential for project success. This strategy helps prevent scope creep, ensures that all parties are on the same page, and facilitates smoother coordination among all stakeholders involved.
Reference: (PMBOK® Guide – Sixth Edition, Section 1.2.3.1 – Project Scope Management)
B
Explanation:
In project management, it is crucial to manage stakeholder expectations effectively. This can be achieved by clearly specifying the scope and features in the contract. This approach aligns with the PMBOK® Guide’s emphasis on clear communication and setting realistic expectations. By defining the scope and features clearly, the project manager can set boundaries and manage both customer and third-party expectations, which is essential for project success. This strategy helps prevent scope creep, ensures that all parties are on the same page, and facilitates smoother coordination among all stakeholders involved.
Reference: (PMBOK® Guide – Sixth Edition, Section 1.2.3.1 – Project Scope Management)
Question #480
The project velocity has recently slipped, and a decision was made to skip testing to increase the momentum and bong the project back on track.
What will the project manager need to focus on as a result of this decision?
- A . Increased bum rate
- B . Increased cost
- C . Increased technical debt
- D . Decreased efficiency
Correct Answer: C
C
Explanation:
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager
and the team are creating deliberate and reckless technical debt, which can have severe
consequences for the project and the organization. The project manager will need to focus on
identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such
decisions in the future.
Reference: Technical Debt: Definition, Types, and Management.
C
Explanation:
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager
and the team are creating deliberate and reckless technical debt, which can have severe
consequences for the project and the organization. The project manager will need to focus on
identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such
decisions in the future.
Reference: Technical Debt: Definition, Types, and Management.