Practice Free PMP Exam Online Questions
Question #481
A project has recently Kicked off. The project manager observes that thete are different expectations among the project team members. These growing misunderstandings are affecting team productivity.
Which document should the project managefve?
- A . Project charter
- B . Stakeholder register
- C . Team charter
- D . Project organization charts
Correct Answer: C
C
Explanation:
A team charter is a document that defines the purpose, objectives, roles, and norms of a project team. It helps to align the team members’ expectations, clarify their responsibilities, and foster collaboration and trust. A team charter is an output of the Develop Team process, which involves improving the competencies and interactions of team members to enhance project performance1. A project charter is a document that authorizes the project and defines its high-level scope, objectives, and constraints. It is not focused on the team expectations or productivity. A stakeholder register is a document that identifies the project stakeholders and their interests, influence, and involvement in the project. It is not used to manage the team expectations or productivity. A project organization chart is a graphical representation of the project team members and their reporting relationships. It does not define the team expectations or productivity.
Reference: 1 PMBOK® Guide, 6th edition, page 349.
C
Explanation:
A team charter is a document that defines the purpose, objectives, roles, and norms of a project team. It helps to align the team members’ expectations, clarify their responsibilities, and foster collaboration and trust. A team charter is an output of the Develop Team process, which involves improving the competencies and interactions of team members to enhance project performance1. A project charter is a document that authorizes the project and defines its high-level scope, objectives, and constraints. It is not focused on the team expectations or productivity. A stakeholder register is a document that identifies the project stakeholders and their interests, influence, and involvement in the project. It is not used to manage the team expectations or productivity. A project organization chart is a graphical representation of the project team members and their reporting relationships. It does not define the team expectations or productivity.
Reference: 1 PMBOK® Guide, 6th edition, page 349.
Question #482
A protect team member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented
What should the project manager do?
- A . Ask the team member to learn the new system as on-the-job training
- B . Issue a change request to extend the project schedule
- C . Escalate the team members performance to the project sponsor
- D . Assign an experienced resource to support the team member
Correct Answer: D
D
Explanation:
In a situation where a team member is struggling with a new system that was recently implemented, the project manager should assign an experienced resource to support the team member12. This approach ensures that the team member gets the necessary help to understand and adapt to the new system, thereby improving their performance and reducing the risk of project delay12. It’s important to note that the project manager should approach the conversation respectfully and privately, focusing on the behavior and not the person2.
Reference:
How Project Managers Can Deal With Difficult Team Members, 7 Steps for Dealing with a Difficult Team Member – Project Bliss
D
Explanation:
In a situation where a team member is struggling with a new system that was recently implemented, the project manager should assign an experienced resource to support the team member12. This approach ensures that the team member gets the necessary help to understand and adapt to the new system, thereby improving their performance and reducing the risk of project delay12. It’s important to note that the project manager should approach the conversation respectfully and privately, focusing on the behavior and not the person2.
Reference:
How Project Managers Can Deal With Difficult Team Members, 7 Steps for Dealing with a Difficult Team Member – Project Bliss
Question #483
A company is conducting a digital transformation project that has a hard deadline.
The marketing team wants to combine this implementation with a new product, and the newly assigned project manager is not aware of all the dependencies.
Using a hybrid approach, what should the project manager do to ensure the dependencies are taken into consideration?
- A . Implement a project newsletter so the different team members can be informed about the progress of each project.
- B . Combine all of the small projects into one big project so the team can collaborate better as one big team.
- C . Facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress.
- D . Make sure that each individual project schedule is aligned with the common deadlines.
Correct Answer: C
C
Explanation:
The project manager should facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress. A Scrum of Scrums is a technique to coordinate multiple agile teams working on a large-scale project. It involves a representative from each team meeting regularly to share information, resolve issues, and align their work. This way, the project manager can ensure that the teams are collaborating effectively, managing interdependencies, and delivering value to the customer. A project newsletter, combining all the projects into one, or aligning the schedules may not be sufficient or feasible to address the complexity and uncertainty of a digital transformation project with a hard deadline and a new product.
Reference: Agile Practice Guide, 2017, page 37; PMP Exam Content Outline, 2021, page 13.
C
Explanation:
The project manager should facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress. A Scrum of Scrums is a technique to coordinate multiple agile teams working on a large-scale project. It involves a representative from each team meeting regularly to share information, resolve issues, and align their work. This way, the project manager can ensure that the teams are collaborating effectively, managing interdependencies, and delivering value to the customer. A project newsletter, combining all the projects into one, or aligning the schedules may not be sufficient or feasible to address the complexity and uncertainty of a digital transformation project with a hard deadline and a new product.
Reference: Agile Practice Guide, 2017, page 37; PMP Exam Content Outline, 2021, page 13.
Question #484
A project manager is tracking a project, but a key stakeholder will not accept the project’s key performance indicator (KPI) results.
Which tool or technique should the project manager use?
- A . Autocratic decision making
- B . Expert judgment
- C . Context diagram
- D . Change control tools
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, a context diagram is a visual representation of the product scope, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. A context diagram can help the project manager and the key stakeholder to understand the project’s key performance indicators (KPIs) and how they relate to the project objectives, scope, and deliverables. A context diagram can also help to identify the sources of data for the KPIs, the frequency of measurement, and the reporting format. A context diagram can facilitate communication and collaboration between the project manager and the key stakeholder, and help to resolve any issues or disagreements regarding the project’s KPIs. Autocratic decision making, expert judgment, and change control tools are not appropriate tools or techniques for this situation, as they do not address the root cause of the stakeholder’s dissatisfaction with the project’s KPIs, and may create more conflict or resistance.
Reference: PMBOK Guide, Sixth Edition, pages 154-155, 176; PMI-PBA Guide, First Edition, pages 97-98, 102.
C
Explanation:
According to the PMBOK Guide, a context diagram is a visual representation of the product scope, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. A context diagram can help the project manager and the key stakeholder to understand the project’s key performance indicators (KPIs) and how they relate to the project objectives, scope, and deliverables. A context diagram can also help to identify the sources of data for the KPIs, the frequency of measurement, and the reporting format. A context diagram can facilitate communication and collaboration between the project manager and the key stakeholder, and help to resolve any issues or disagreements regarding the project’s KPIs. Autocratic decision making, expert judgment, and change control tools are not appropriate tools or techniques for this situation, as they do not address the root cause of the stakeholder’s dissatisfaction with the project’s KPIs, and may create more conflict or resistance.
Reference: PMBOK Guide, Sixth Edition, pages 154-155, 176; PMI-PBA Guide, First Edition, pages 97-98, 102.
Question #485
When reviewing the project team’s performance the project manager realizes that the team velocity is not fast enough to meet the next review gate goal.
What should the project manager do?
- A . Increase the sprint duration to allow the team more time
- B . Prioritize the contents of the backlog and remove some stories
- C . Create a change request to modify the gate review goals
- D . Use the standup meeting to assess impediments and problems
Correct Answer: D
D
Explanation:
Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: – Align on the sprint goals and priorities – Monitor the team’s progress and performance – Identify any impediments or risks that are affecting or could affect the team’s velocity – Assign ownership and accountability for resolving the impediments – Collaborate and support each other to overcome the challenges – Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: – Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. – Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. – Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity.
Reference: Velocity Chart in Project Management C.
What Is It and.
How Do You Use It?
What is Velocity in Agile?
Velocity – Project Management Knowledge
PMP Questions velocity
How to Calculate Team Velocity
What is team velocity and how to calculate it
D
Explanation:
Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: – Align on the sprint goals and priorities – Monitor the team’s progress and performance – Identify any impediments or risks that are affecting or could affect the team’s velocity – Assign ownership and accountability for resolving the impediments – Collaborate and support each other to overcome the challenges – Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: – Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. – Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. – Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity.
Reference: Velocity Chart in Project Management C.
What Is It and.
How Do You Use It?
What is Velocity in Agile?
Velocity – Project Management Knowledge
PMP Questions velocity
How to Calculate Team Velocity
What is team velocity and how to calculate it
Question #486
DRAG DROP
A project manager is worried that a key stakeholder is not participating in the project and has concluded that the final product is not as good as it could have been if the stakeholder had been more involved.
Drag the scenario on the left to the correct risk response strategy on the right
Correct Answer:
Question #487
During a status review meeting a team member raises concerns about tasks that are not being completed due to an underperforming resource on the team.
What should the project manager do first?
- A . Ask the team to solve the issue internally and review the underperforming resource’s situation
- B . Meet with the team member privately to discuss the problem and work together to find a solution
- C . Contact the functional manager and request to replace the team member with a better resource
- D . Discuss various options to improve the team member’s performance with their functional managers
Correct Answer: B
B
Explanation:
The first step in addressing an underperforming team member is to understand the root cause of the underperformance. This can be achieved by having a private discussion with the team member to understand their perspective and challenges. This approach promotes open communication and trust, and it allows the project manager to work collaboratively with the team member to find a solution. The other options may not address the root cause of the problem and could potentially lead to further issues down the line.
Reference: PMBOK Guide, 6th Edition, Section 9.5.2.1: Team Performance Assessments
B
Explanation:
The first step in addressing an underperforming team member is to understand the root cause of the underperformance. This can be achieved by having a private discussion with the team member to understand their perspective and challenges. This approach promotes open communication and trust, and it allows the project manager to work collaboratively with the team member to find a solution. The other options may not address the root cause of the problem and could potentially lead to further issues down the line.
Reference: PMBOK Guide, 6th Edition, Section 9.5.2.1: Team Performance Assessments
Question #488
The project manager has finished all the tasks of the project and immediately starts on a new project. A few months after beginning the new project, the accounting manager asks for confirmation of previous projects because the budget is still open with no further cash flows.
What should the project manager have done?
- A . Conveyed task completion information to accounting
- B . Closed the procurement process properly
- C . Completed the transition process
- D . Performed administrative closure of the project
Correct Answer: D
D
Explanation:
According to the PMBOK® Guide, the project manager is responsible for closing the project or phase, which includes verifying that all the project deliverables are completed and accepted, updating the project records and documents, releasing the project resources, and communicating the project closure to the stakeholders. Performing administrative closure of the project ensures that the project is formally completed and closed, and that the project budget is finalized and closed as well. This will prevent any confusion or issues with the accounting manager or other parties in the future. Conveying task completion information to accounting may be part of the project closure process, but it is not sufficient to close the project budget. The project manager should also update the project status, financial records, and lessons learned. Closing the procurement process properly is necessary for projects that involve contracts or agreements with external vendors or suppliers, but it is not the only aspect of closing the project. The project manager should also close the internal aspects of the project, such as deliverables, resources, and stakeholder satisfaction. Completing the transition process is relevant for projects that produce products, services, or results that need to be transferred to the operations or maintenance teams, but it is not the only activity for closing the project. The project manager should also ensure that the project objectives are met, the project scope is verified, and the project performance is evaluated.
Reference: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1 (Project Closure Checklist)
D
Explanation:
According to the PMBOK® Guide, the project manager is responsible for closing the project or phase, which includes verifying that all the project deliverables are completed and accepted, updating the project records and documents, releasing the project resources, and communicating the project closure to the stakeholders. Performing administrative closure of the project ensures that the project is formally completed and closed, and that the project budget is finalized and closed as well. This will prevent any confusion or issues with the accounting manager or other parties in the future. Conveying task completion information to accounting may be part of the project closure process, but it is not sufficient to close the project budget. The project manager should also update the project status, financial records, and lessons learned. Closing the procurement process properly is necessary for projects that involve contracts or agreements with external vendors or suppliers, but it is not the only aspect of closing the project. The project manager should also close the internal aspects of the project, such as deliverables, resources, and stakeholder satisfaction. Completing the transition process is relevant for projects that produce products, services, or results that need to be transferred to the operations or maintenance teams, but it is not the only activity for closing the project. The project manager should also ensure that the project objectives are met, the project scope is verified, and the project performance is evaluated.
Reference: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1 (Project Closure Checklist)
Question #489
During an iteration of a project, a planned activity becomes more complex. The work should be delivered in the shortest time possible
What approach should be used in this situation?
- A . The team facilitator gets support from external team members.
- B . The team members bring in a specialist to help them
- C . The product owner moves it to the product backlog.
- D . The cross-functional team member work together to complete the activity
Correct Answer: D
D
Explanation:
A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123
Agile Certified Practitioner | PMI
Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Elicitation and Analysis, pp. 79-80
The Benefits of Cross-Functional Teams on Your Projects
D
Explanation:
A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer.
Reference: Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123
Agile Certified Practitioner | PMI
Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Elicitation and Analysis, pp. 79-80
The Benefits of Cross-Functional Teams on Your Projects
Question #490
During a project review meeting, several project team members expressed that they did not have an understanding of the benefits of certain features for the project.
What should the project manager do next?
- A . Review the project scope statement
- B . Confirm ownership for ongoing value realization
- C . Escalate the issue to the project sponsor
- D . Appraise the stakeholders of value gain progress
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 6th edition, one of the key processes of the Project Integration Management knowledge area is Close Project or Phase, which involves finalizing all activities across all of the project management process groups to formally complete the project or phase. One of the tools and techniques for this process is benefits transition, which involves transferring the ownership of the project’s benefits to the assigned business owner or sponsor, who will be responsible for sustaining and enhancing the value of the project outcomes. By confirming ownership for ongoing value realization, the project manager can ensure that the project team members understand the benefits of the project features and how they will be measured and monitored after the project closure.
Reference: PMBOK Guide, 6th edition, pages 123-124, 129.
B
Explanation:
According to the PMBOK Guide, 6th edition, one of the key processes of the Project Integration Management knowledge area is Close Project or Phase, which involves finalizing all activities across all of the project management process groups to formally complete the project or phase. One of the tools and techniques for this process is benefits transition, which involves transferring the ownership of the project’s benefits to the assigned business owner or sponsor, who will be responsible for sustaining and enhancing the value of the project outcomes. By confirming ownership for ongoing value realization, the project manager can ensure that the project team members understand the benefits of the project features and how they will be measured and monitored after the project closure.
Reference: PMBOK Guide, 6th edition, pages 123-124, 129.