Practice Free PMP Exam Online Questions
Question #41
During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project
kick-off meeting, a key project stakeholder strongly objects, stating that this task is the key value of the project and should be completed on time.
What should the project manager do to reduce the chances of having a strong rejection from stakeholders during the project initiation stage?
- A . Develop a stakeholder-by-stakeholder engagement assessment matrix.
- B . Send a letter to the stakeholders to inform them about the project scope and start date.
- C . Schedule meetings with key stakeholders in advance to gather feedback on the project scope.
- D . Identify stakeholder rejection as a risk in the project risk register.
Correct Answer: C
C
Explanation:
Engaging stakeholders early in the project initiation phase is crucial for the success of any project. By scheduling meetings with key stakeholders in advance, the project manager can gather valuable feedback on the project scope, align expectations, and address any concerns proactively. This approach helps in securing stakeholder buy-in and reduces the chances of strong rejection later in the project lifecycle. It is essential to involve stakeholders in the decision-making process, especially when it involves critical tasks that are key to the project’s value. This collaborative effort not only ensures that the stakeholders’ voices are heard but also facilitates a shared understanding of the project objectives and constraints.
Reference: The answer is verified by the principles outlined in the PMBOK® Guide and the standards for stakeholder engagement during project initiation as described by the Project Management Institute (PMI) and the Professional in Business Analysis (PBA) reference materials1234.
C
Explanation:
Engaging stakeholders early in the project initiation phase is crucial for the success of any project. By scheduling meetings with key stakeholders in advance, the project manager can gather valuable feedback on the project scope, align expectations, and address any concerns proactively. This approach helps in securing stakeholder buy-in and reduces the chances of strong rejection later in the project lifecycle. It is essential to involve stakeholders in the decision-making process, especially when it involves critical tasks that are key to the project’s value. This collaborative effort not only ensures that the stakeholders’ voices are heard but also facilitates a shared understanding of the project objectives and constraints.
Reference: The answer is verified by the principles outlined in the PMBOK® Guide and the standards for stakeholder engagement during project initiation as described by the Project Management Institute (PMI) and the Professional in Business Analysis (PBA) reference materials1234.
Question #42
A project manager is managing multiple teams. One team member complains to the project manager about the favoritism shown by a team lead to another team member and cites multiple instances.
Risk Response Strategies Analyze if someone else could contribute Record the observations and move ahead Check for options to exclude the stakeholder
What should the project manager do to resolve the team member’s concerns?
- A . Use the withdraw/avoid technique to allow the individuals to resolve the issue between themselves.
- B . Use a problem-solving approach and set up a discussion with the team lead and team member.
- C . Establish guidelines for team leads to ensure that all team members are appropriately treated.
- D . Provide direction to the team lead on how to resolve the issue with the team member directly.
Correct Answer: B
B
Explanation:
The project manager should address the team member’s concerns by using a problem-solving approach, which involves identifying the root cause of the conflict, generating and evaluating alternative solutions, and implementing the best option. The project manager should set up a discussion with the team lead and the team member to facilitate open and honest communication, listen to both sides of the story, and help them reach a mutually acceptable resolution. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®.
Reference: PMBOK Guide 7th Edition, page 133
Agile Practice Guide, page 48
PMI Talent Triangle® 1
B
Explanation:
The project manager should address the team member’s concerns by using a problem-solving approach, which involves identifying the root cause of the conflict, generating and evaluating alternative solutions, and implementing the best option. The project manager should set up a discussion with the team lead and the team member to facilitate open and honest communication, listen to both sides of the story, and help them reach a mutually acceptable resolution. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle®.
Reference: PMBOK Guide 7th Edition, page 133
Agile Practice Guide, page 48
PMI Talent Triangle® 1
Question #43
A project manager meets with the development team to estimate the time required to complete a software application. The software developers are new to the company, and they have never developed a similar application.
Which estimation technique should the project manager recommend?
- A . Planning poker
- B . Parametric estimating
- C . Three-point estimating
- D . Analogous estimating
Correct Answer: C
C
Explanation:
Three-point estimating is a technique that can be particularly useful when there is uncertainty about the individual task estimates. It involves the development team providing optimistic, pessimistic, and most likely estimates for each task, which can then be used to calculate an expected duration for the entire project. This method is beneficial when the team lacks experience with similar projects, as it allows for a range of possible outcomes to be considered, which can lead to a more realistic and reliable estimate123.
Reference: Expert-Guided Software Project Estimation Techniques1
Software Development Estimation: A Quick Guide – ProjectManager2 Five keys to estimating – Project Management Institute3
C
Explanation:
Three-point estimating is a technique that can be particularly useful when there is uncertainty about the individual task estimates. It involves the development team providing optimistic, pessimistic, and most likely estimates for each task, which can then be used to calculate an expected duration for the entire project. This method is beneficial when the team lacks experience with similar projects, as it allows for a range of possible outcomes to be considered, which can lead to a more realistic and reliable estimate123.
Reference: Expert-Guided Software Project Estimation Techniques1
Software Development Estimation: A Quick Guide – ProjectManager2 Five keys to estimating – Project Management Institute3
Question #44
A project manager who is experienced in predictive and adaptive approaches has been assigned to a new project. Most of the project stakeholders have only worked on predictive projects, and only a few have been exposed to adaptive projects.
What should the project manager do?
- A . Propose a hybrid approach and determine which stakeholders will be engaged in each phase of the project.
- B . Follow a predictive approach to reduce the training effort, even though there are incremental deliveries in the project.
- C . Use an adaptive approach, engage the stakeholders who have been exposed to adaptive projects, and train those who have not.
- D . Understand the scope complexity and project magnitude prior to determining which approach to use.
Correct Answer: D
D
Explanation:
The best course of action for a project manager who is experienced in both predictive and adaptive approaches, when dealing with stakeholders familiar mostly with predictive projects, is to first understand the scope complexity and project magnitude. This initial step is crucial as it helps in determining the most suitable approach for the project at hand. A hybrid approach may be beneficial in some cases, but without a clear understanding of the project’s demands and challenges, it’s premature to decide on the methodology. The project manager should assess the project’s needs, evaluate the stakeholders’ familiarity with different methodologies, and consider the potential need for training if an adaptive approach is chosen. This approach aligns with the PMI’s guidance on tailoring the project management approach to the unique aspects of the project and the environment in which it operates.
Reference: (Based on the PMI’s principles of tailoring the project management approach to the project’s characteristics and the stakeholders’ expertise.)
D
Explanation:
The best course of action for a project manager who is experienced in both predictive and adaptive approaches, when dealing with stakeholders familiar mostly with predictive projects, is to first understand the scope complexity and project magnitude. This initial step is crucial as it helps in determining the most suitable approach for the project at hand. A hybrid approach may be beneficial in some cases, but without a clear understanding of the project’s demands and challenges, it’s premature to decide on the methodology. The project manager should assess the project’s needs, evaluate the stakeholders’ familiarity with different methodologies, and consider the potential need for training if an adaptive approach is chosen. This approach aligns with the PMI’s guidance on tailoring the project management approach to the unique aspects of the project and the environment in which it operates.
Reference: (Based on the PMI’s principles of tailoring the project management approach to the project’s characteristics and the stakeholders’ expertise.)
Question #45
A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor This vendor just announced a delay in delivering a key component, which will impact the project schedule.
What should the project manager do?
- A . Ask for expedited delivery of the component to mitigate the risk of schedule delays
- B . Ensure that relevant stakeholders and expectations are identified and assess the component delay
- C . Perform a detailed analysis of the release content for each component of the solution.
- D . Propose a new design of the solution to replace the external component with an internal one
Correct Answer: B
B
Explanation:
The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project.
Reference: PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis) Topic 2, Exam Pool B
B
Explanation:
The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project.
Reference: PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis) Topic 2, Exam Pool B
Question #46
A servant leader is about to start a confidential agile research project. A high risk has been identified
related to a team member disclosing details of the project with external people.
What should the servant leader do to address this risk?
- A . Include this restriction as a ground rule and ensure all team members are familiar with it by reviewing the ground rules at the end of every iteration.
- B . Forecast the cost of the risk to calculate the required contingency reserve that needs to be allocated if the risk materializes.
- C . Ask the functional manager to educate the team about this risk and ensure that disciplinary actions will be taken.
- D . Contact the human resources (HR) department to ensure that disciplinary actions will be taken if
the employees disclose any confidential information.
Correct Answer: A
A
Explanation:
In an agile project, the servant leader plays a crucial role in ensuring that the team understands and adheres to the project’s rules and guidelines. In this case, where there is a high risk of a team member disclosing confidential project details, the servant leader should include a restriction against such disclosure as a ground rule. This rule should be reviewed at the end of every iteration to ensure that all team members are familiar with it and understand its importance. This approach not only addresses the risk but also fosters a culture of trust and respect within the team.
Reference: Project Management Professional (PMP) Reference Materials source and documents, Professional in Business Analysis Reference Materials study guide.
A
Explanation:
In an agile project, the servant leader plays a crucial role in ensuring that the team understands and adheres to the project’s rules and guidelines. In this case, where there is a high risk of a team member disclosing confidential project details, the servant leader should include a restriction against such disclosure as a ground rule. This rule should be reviewed at the end of every iteration to ensure that all team members are familiar with it and understand its importance. This approach not only addresses the risk but also fosters a culture of trust and respect within the team.
Reference: Project Management Professional (PMP) Reference Materials source and documents, Professional in Business Analysis Reference Materials study guide.
Question #47
DRAG DROP
A company has created a cross-functional team to drive the digital transformation project for the business. The team is expected to deliver the minimum viable product (MVP) that addresses market need in the shortest possible time.
Match the roles for the team on the left to their corresponding responsibilities on the right.
Correct Answer:
Question #48
After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months.
Based on the new timeline, what should the project manager do?
- A . Plan for overtime, apply crashing and fast tracking and share the risk of failure with project stakeholders.
- B . Review the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline
- C . Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule
- D . Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline
Correct Answer: B
B
Explanation:
According to the Professional in Business Analysis (PMI-PBA)® Guide, a minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development. A MVP is a way of delivering value to customers quickly and iteratively, while minimizing waste and risk. In this scenario, the project manager is faced with a drastic reduction in the project timeline, from 18 months to six months. This means that the original scope and schedule are no longer feasible, and the project manager needs to find a way to deliver a product that meets the customer’s needs and expectations within the new constraints. Reviewing the project backlog and prioritizing the high-value items that can be delivered in six months is a sensible approach to achieve this goal. The project manager can then work with the stakeholders to define and agree on the MVP that will provide the most value to the customer and the business. This option also allows for flexibility and feedback, as the MVP can be refined and improved based on customer feedback and changing requirements. Planning for overtime, applying crashing and fast tracking, and sharing the risk of failure are options that try to compress the schedule without reducing the scope. These options may increase the cost, quality, and resource risks, and may not be acceptable to the stakeholders or the customer. Seeking approval to triple the project budget and hiring more people is an option that tries to increase the resources without reducing the scope. This option may not be feasible or realistic, as it assumes that the sponsor is willing and able to provide the additional funds, and that the project can benefit from adding more people in a short time. This option may also introduce communication, coordination, and integration challenges, and may not guarantee the delivery of the product in six months. Going over the critical path with stakeholders and explaining why it is not possible to deliver all the scope in the expected timeline is an option that tries to justify the original plan without considering alternatives. This option may not be satisfactory to the stakeholders or the customer, as it does not offer any solution or value proposition. This option may also damage the relationship and trust between the project manager and the stakeholders, and may result in the cancellation or termination of the project. Conclusion: Given the options, Option B stands out as the most viable and effective action. Reviewing the project backlog and coming up with a MVP that fits the expected timeline addresses the customer’s needs and expectations, delivers value quickly and iteratively, and minimizes waste and risk. Among the presented choices, Option B emerges as the optimal solution. PMP Exam Content Outline Mapping Domain Task Process Task 2: Execute the project Topics Covered Minimum Viable Product (MVP) Project Backlog Prioritization Value Delivery
Reference: (Professional in Business Analysis Reference Materials source and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 5, Section 5.3.1.2
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 5, Section 5.2.2.2
The Standard for Project Management C Seventh Edition, Chapter 3, Section 3.2.2.2
B
Explanation:
According to the Professional in Business Analysis (PMI-PBA)® Guide, a minimum viable product (MVP) is a version of a product that has enough features to satisfy early customers and provide feedback for future development. A MVP is a way of delivering value to customers quickly and iteratively, while minimizing waste and risk. In this scenario, the project manager is faced with a drastic reduction in the project timeline, from 18 months to six months. This means that the original scope and schedule are no longer feasible, and the project manager needs to find a way to deliver a product that meets the customer’s needs and expectations within the new constraints. Reviewing the project backlog and prioritizing the high-value items that can be delivered in six months is a sensible approach to achieve this goal. The project manager can then work with the stakeholders to define and agree on the MVP that will provide the most value to the customer and the business. This option also allows for flexibility and feedback, as the MVP can be refined and improved based on customer feedback and changing requirements. Planning for overtime, applying crashing and fast tracking, and sharing the risk of failure are options that try to compress the schedule without reducing the scope. These options may increase the cost, quality, and resource risks, and may not be acceptable to the stakeholders or the customer. Seeking approval to triple the project budget and hiring more people is an option that tries to increase the resources without reducing the scope. This option may not be feasible or realistic, as it assumes that the sponsor is willing and able to provide the additional funds, and that the project can benefit from adding more people in a short time. This option may also introduce communication, coordination, and integration challenges, and may not guarantee the delivery of the product in six months. Going over the critical path with stakeholders and explaining why it is not possible to deliver all the scope in the expected timeline is an option that tries to justify the original plan without considering alternatives. This option may not be satisfactory to the stakeholders or the customer, as it does not offer any solution or value proposition. This option may also damage the relationship and trust between the project manager and the stakeholders, and may result in the cancellation or termination of the project. Conclusion: Given the options, Option B stands out as the most viable and effective action. Reviewing the project backlog and coming up with a MVP that fits the expected timeline addresses the customer’s needs and expectations, delivers value quickly and iteratively, and minimizes waste and risk. Among the presented choices, Option B emerges as the optimal solution. PMP Exam Content Outline Mapping Domain Task Process Task 2: Execute the project Topics Covered Minimum Viable Product (MVP) Project Backlog Prioritization Value Delivery
Reference: (Professional in Business Analysis Reference Materials source and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 5, Section 5.3.1.2
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 5, Section 5.2.2.2
The Standard for Project Management C Seventh Edition, Chapter 3, Section 3.2.2.2
Question #49
A supplier, who was tasked with providing an important component for a project, is unable to deliver the materials due to a large-scale labor problem.
What document should the project manager use to update the details and communicate to relevant stakeholders?
- A . Risk register
- B . Project schedule
- C . Change request
- D . Issue log
Correct Answer: D
D
Explanation:
The issue log is a project document where the project manager records and tracks issues that can impact the project. In this case, the inability of the supplier to deliver the materials due to a large-scale labor problem is an issue that can impact the project. Therefore, the project manager should update the details of this issue in the issue log and communicate it to the relevant stakeholders. This will ensure that everyone is aware of the issue and can work together to find a solution.
Reference: Project Management Professional (PMP)® Examination Content Outline, June 2015, PMI; A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017.
D
Explanation:
The issue log is a project document where the project manager records and tracks issues that can impact the project. In this case, the inability of the supplier to deliver the materials due to a large-scale labor problem is an issue that can impact the project. Therefore, the project manager should update the details of this issue in the issue log and communicate it to the relevant stakeholders. This will ensure that everyone is aware of the issue and can work together to find a solution.
Reference: Project Management Professional (PMP)® Examination Content Outline, June 2015, PMI; A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Project Management Institute, Inc., 2017.
Question #50
A project manager has been assigned to handle a company’s newest product. The product is in the
conceptual stages and no one is sure about the success or marketability of the product. Management
wants to deliver the product in 3 months.
What should the project manager do next?
- A . Explore the minimum requirements of the product and their feasibility.
- B . Explain the resource constraints of the project to management.
- C . Outsource the management of the product to an external team.
- D . Conduct a detailed risk analysis to highlight the risks in the project.
Correct Answer: A
A
Explanation:
According to the Project Management Body of Knowledge (PMBOK) guide, when a project is in its conceptual stages and the success or marketability of the product is uncertain, it’s crucial for the project manager to first understand the minimum requirements of the product and assess their feasibility. This will help in setting realistic expectations and in planning the project effectively.
Reference: PMBOK Guide, 6th Edition, Section 5: Project Scope Management
A
Explanation:
According to the Project Management Body of Knowledge (PMBOK) guide, when a project is in its conceptual stages and the success or marketability of the product is uncertain, it’s crucial for the project manager to first understand the minimum requirements of the product and assess their feasibility. This will help in setting realistic expectations and in planning the project effectively.
Reference: PMBOK Guide, 6th Edition, Section 5: Project Scope Management