Practice Free PMP Exam Online Questions
A project manager has been managing a highly complex project. The project manager has ensured that all of the required tasks have been completed. During a recent external audit. The project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented
What should the project manager have done to ensure that there were no liabilities arising from the recent implementation?
- A . Ensured that all defects identified during testing were resolved before implementation
- B . Ensured that all of the required tasks identified in the scope were completed successfully
- C . Ensured that all documentation was completed post implementation before closing the project
- D . Ensured that all the required approvals were received per the organizational procedures
D
Explanation:
According to the PMBOK Guide, the project manager should ensure that all the required approvals are received per the organizational procedures before implementing any project deliverables. This is part of the control quality process, which involves validating and verifying that the project deliverables meet the quality standards and requirements. By obtaining the necessary approvals, the project manager can avoid any liabilities, penalties, or disputes that may arise from the implementation of the project deliverables. The project manager should not rely on resolving defects, completing tasks, or documenting results alone, as these may not be sufficient to ensure that the project deliverables are acceptable and compliant with the organizational policies and regulations.
Reference: PMBOK Guide, 7th edition, pages 237-238, 241-242.
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project’s status according to the agreedupon communications management plan. This key stakeholder, however, seldom attends the status report meetings.
What should the project manager do first to address this situation?
- A . Evaluate the communication needs to discover the gaps and adjust the original plan if needed.
- B . Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).
- C . Review the resource breakdown structure (RBS) to request the main stakeholder’s manager to replace the stakeholder.
- D . Provide evidence to the project sponsor that the project is on track and the communications have been sent.
A
Explanation:
The first step in addressing the situation is to evaluate the communication needs of the stakeholders. This involves understanding the specific requirements and pReference of the key stakeholder who is expressing concerns. By identifying the gaps in the current communication plan, the project manager can make necessary adjustments to ensure that the stakeholder receives the project information in a manner that is clear and satisfactory. This may involve changing the method, frequency, or content of the communications to better align with the stakeholder’s expectations and to provide a more accurate representation of the project’s status.
Reference: The approach to evaluate and adjust the communications management plan is supported by best practices in project communication management, which emphasize the importance of monitoring communication effectiveness and making necessary changes to meet stakeholder needs123. Additionally, the Professional in Business Analysis standards highlight the significance of regularly evaluating communication strategies and their alignment with stakeholder requirements45.
A project manager is assigned to a new project team that has several stakeholders who can have significant influence over the project outcomes.
The project manager categorized the stakeholders into four different groups and wants to define the communication strategy.
How should the project manager handle communication?
- A . Utilize a uniform communication structure across all groups.
- B . Define and direct communication to influential stakeholders.
- C . Describe the four groups in the project stakeholder matrix.
- D . Develop and define a communication strategy for stakeholders.
D
Explanation:
The project manager should develop and define a tailored communication strategy for stakeholders, considering the unique needs and expectations of each group. A uniform communication structure may not address the specific concerns and levels of influence of different stakeholders. By developing a detailed communication plan, the project manager can ensure that all stakeholders are engaged appropriately, with messages and methods of communication that are suited to their level of interest and influence on the project outcomes. This approach aligns with the PMBOK guide’s emphasis on the importance of stakeholder engagement and the need for a strategic communication plan that addresses the various ways to communicate with each stakeholder group12.
Reference: The approach is supported by the PMBOK guide, which suggests that the format of communication should depend on the type of stakeholder, and various ways should be tailored to each group1. Additionally, the guide outlines the processes of identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and monitoring stakeholder engagement, all of which are crucial for developing an effective communication strategy2.
A business stakeholder for a project is reluctant to accept an agile approach due to a previous bad experience, and is pushing for a predictive approach.
What strategy should the project manager use to persuade the stakeholder to use an agile approach?
- A . Propose a phased project approach with multiple small interactions and build trust with the stakeholder through frequent value delivery.
- B . Document the request and escalate to upper management to consider a modification of the project charter.
- C . Agree on a predictive approach, but apply agile concepts under the project management umbrella.
- D . Ensure the stakeholder that an agile approach will deliver all of the expected results in a shorter period of time.
A
Explanation:
According to the Agile Practice Guide, one of the benefits of agile approaches is that they enable early and frequent delivery of value to the customer and stakeholders1. This can help to build trust and collaboration among the project team and the stakeholders, and also to validate and adapt the project requirements and solutions2. Therefore, the project manager should propose a phased project approach with multiple small interactions and build trust with the stakeholder through frequent value delivery. This will help the stakeholder to see the benefits of agile and overcome their reluctance. The other options are incorrect because:
B. Documenting the request and escalating to upper management to consider a modification of the project charter is not a persuasive strategy, but a confrontational one. It may create resistance and
conflict with the stakeholder, and also undermine the project manager’s authority and credibility3. C. Agreeing on a predictive approach, but applying agile concepts under the project management umbrella is not a transparent or ethical strategy. It may confuse and mislead the stakeholder, and also create inconsistency and ambiguity in the project management processes and practices4.
D. Ensuring the stakeholder that an agile approach will deliver all of the expected results in a shorter period of time is not a realistic or honest strategy. It may create unrealistic expectations and pressure on the project team, and also ignore the uncertainty and complexity of the project environment5.
Reference: 1: Agile Practice Guide, Chapter 2, Section 2.1, page 13
2: Agile Practice Guide, Chapter 2, Section 2.2, page 14
3: PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.3, page 524
4: PMBOK Guide, 6th edition, Chapter 1, Section 1.2.3, page 7
5: Agile Practice Guide, Chapter 2, Section 2.3, page 15
A project manager is assigned to a project where a vendor has been engaged to build a new system One week before user acceptance testing (UAT) is scheduled the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.
What should the project manager do next?
- A . Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract
- B . Escalate to management and prepare tor project closure by canceling the contract with this vendor
- C . Adjust the protect schedule to accommodate the current development progress of the vendor
- D . Communicate with the vendor and project team and explore possibilities lor resolving the issue
D
Explanation:
When faced with a situation where a vendor is unable to deliver as promised, it is essential for the project manager to engage in communication with both the vendor and the project team to explore all possible solutions. This approach aligns with the PMBOK® Guide’s emphasis on communication as a key aspect of project management. The project manager should work collaboratively to address the issue, which may involve negotiating a new delivery schedule, modifying the project scope, or finding alternative ways to meet project objectives.
Reference: Exam PMP topic 1 question 128 discussion – ExamTopics1.
A project manager is working on the delivery of a solution that needs to be deployed to the public quickly. The project team is experienced, the stakeholders are supporting the delivery, and the customer is cooperating.
What strategy should the project manager use to ensure on-time delivery of the solution?
- A . Have a high-level plan for incremental deliveries and get the customer’s feedback as early as possible.
- B . Ask the sponsor for support regarding the allocation of additional resources to finish on time.
- C . Have a detailed plan of all milestones, deliverables, functionalities, and allocation of resources.
- D . Meet with the customer to agree on the components of the solution and the priorities.
A
Explanation:
The PMBOK Guide emphasizes the importance of iterative and incremental delivery in project management, especially for projects that need to be deployed quickly. This approach allows for early feedback from the customer, which can be used to make necessary adjustments and ensure that the solution meets the customer’s needs. It also helps to manage risks and uncertainties associated with the project.
Reference: PMBOK Guide, 6th Edition, Chapter 6: Project Schedule Management, Section
A company must implement a new regulation. The government has specified the date when the regulation will be enforced but has only provided high-level information on the regulation’s requirements. Therefore, changes in definitions are to be expected due to uncertainty.
Which life cycle should the project manager use for this project?
- A . A predictive execution strategy
- B . A hybrid execution strategy
- C . An iterative execution strategy
- D . An agile execution strategy
D
Explanation:
Given the high level of uncertainty and the expectation of changes in the project’s definitions, an agile execution strategy is most suitable. Agile methodologies are designed to accommodate change and involve iterative work cycles and continuous feedback, which allows for rapid adaptation to any changes in project requirements. This approach is beneficial when dealing with evolving regulations where the full scope cannot be predicted at the outset1234.
Reference: PMBOK® Guide C Sixth Edition
“Agile Practice Guide” by PMI5.
“Project Management Basics C Chapter 8 C Predictive, Iterative, Incremental, Adaptive” from projectmanagementforum.net3.
“Predictive, Iterative, Incremental, Agile” by Orlando Casabonne on LinkedIn4.
How should the project manager develop the project management plan to ensure that the project continually delivers the expected benefits?
- A . Clarify project benefits with the sponsor.
- B . Identify the goal of each work product
- C . Perform integration testing of each release
- D . Include the entire project team in testing
B
Explanation:
According to the PMBOK Guide, 7th edition, section 2.3.2, “The project management plan is the primary source of information for how the project will be planned, executed, monitored, controlled, and closed. It integrates and consolidates all subsidiary plans and baselines, and other information necessary to manage the project.” Therefore, the project manager should identify the goal of each work product, as this will help align the project activities with the project objectives and benefits.
Clarifying project benefits with the sponsor (option A) is important, but not sufficient to ensure that the project management plan reflects those benefits. Performing integration testing of each release (option C) and including the entire project team in testing (option D) are good practices for quality management, but not directly related to developing the project management plan.
Reference: PMBOK Guide, 7th edition, section 2.3.2
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 179, question 12
A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours,. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues.
What should the project lead have done initially to avoid this situation?
- A . Reviewed the project management plan
- B . Created a detailed operations manual
- C . Increased support hours for the hours of operation
- D . Involved operations stakeholders during planning
D
Explanation:
The project lead should have involved the operations stakeholders during the planning phase of the project. This would have ensured that the system was designed to meet the day-to-day requirements of the operations team. Additionally, it would have allowed for the identification of necessary support hours and resources. By involving operations stakeholders early in the project, the project lead could have avoided the issues that arose after the project was handed over to operations.
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.
A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.
What does this value mean for the project?
- A . The project has started exceeding the planned cost.
- B . The project is earning less value an was planned.
- C . The project has earned more value than planned.
- D . The project is close to exceeding the planned cost.
B
Explanation:
The ratio of earned value (EV) to actual cost (AC), also known as the cost performance index (CPI), is a measure used in earned value management (EVM) to assess the cost efficiency of a project’s budget. A CPI less than 1 indicates that the project is over budget, meaning it is costing more to complete the work than was originally planned. In this case, a CPI of 0.9024 suggests that for every unit of currency spent, the project is only earning 0.9024 units of value, thus earning less value than was planned. This is a critical metric in EVM as it helps project managers understand cost performance and forecast future cost performance issues.
Reference: PMBOK® Guide C Sixth Edition; Professional in Business Analysis (PBA) Reference Materials.