Practice Free PMP Exam Online Questions
Question #61
The sponsor is supportive in leveraging agile approaches. The project manager is contemplating how to roll out the agile approach and gam buy-in from both project team members and stakeholders.
What should the project manager do first?
- A . Determine which agile software tools will be required to support agile delivery within the organization
- B . Select a current predictive project define the approach, and provide agile training to execute the remainder of the project
- C . Start with a pilot project of appropriate complexity and provide agile training to those who are impacted
- D . Determine how to transform the organization using agile techniques, including organizational training and communications
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, 7th edition, one of the best practices for introducing agile approaches in an organization is to start with a pilot project that has a clear scope, a committed sponsor, and a willing team. This way, the project manager can demonstrate the benefits of agile, gain feedback, and learn from the experience. The project manager should also provide agile training to the team members and stakeholders who are involved in the pilot project, to ensure they understand the agile principles, values, and practices.
Reference: PMBOK Guide, 7th edition, page 23; Agile Practices and the PMP Certification
C
Explanation:
According to the PMBOK Guide, 7th edition, one of the best practices for introducing agile approaches in an organization is to start with a pilot project that has a clear scope, a committed sponsor, and a willing team. This way, the project manager can demonstrate the benefits of agile, gain feedback, and learn from the experience. The project manager should also provide agile training to the team members and stakeholders who are involved in the pilot project, to ensure they understand the agile principles, values, and practices.
Reference: PMBOK Guide, 7th edition, page 23; Agile Practices and the PMP Certification
Question #62
A project manager working on a software development project asked the software development about the status of a task. The developer responded that the task was delivered 1 week ago and mentioned that the delivery was reported via a specific project management software.
What should the project manager do next?
- A . Review the stakeholder engagement plan and communicate which technology is available to develop, transmit, and store project artifacts.
- B . Engage the software developer, let them work with this project management software, and then conduct a train-the-trainer activity to ensure everyone can use it.
- C . Research the project management software to understand how it works, and establish it as the acceptable software to hold the project artifacts.
- D . Review the communications management plan and communicate which technology is to be used to develop, transmit, and store project artifacts,
Correct Answer: D
D
Explanation:
The project manager should review the communications management plan and communicate which technology is to be used to develop, transmit, and store project artifacts. This is because the communications management plan is a document that outlines the communication expectations and standards for the entire project. It includes the technologies to be used for communication, the frequency of communication, the persons responsible for communication, and the methods of communication12. In this case, the project manager was not aware of the task status because the developer used a specific project management software that was not communicated or agreed upon in the communications management plan. Therefore, it’s important for the project manager to review and communicate the agreed-upon technologies for project communication to avoid such issues in the future12.
Reference: https://www.wrike.com/project-management-guide/faq/what-is-software-project-management/
D
Explanation:
The project manager should review the communications management plan and communicate which technology is to be used to develop, transmit, and store project artifacts. This is because the communications management plan is a document that outlines the communication expectations and standards for the entire project. It includes the technologies to be used for communication, the frequency of communication, the persons responsible for communication, and the methods of communication12. In this case, the project manager was not aware of the task status because the developer used a specific project management software that was not communicated or agreed upon in the communications management plan. Therefore, it’s important for the project manager to review and communicate the agreed-upon technologies for project communication to avoid such issues in the future12.
Reference: https://www.wrike.com/project-management-guide/faq/what-is-software-project-management/
Question #63
Midway through the execution of an agile project, there is a shift in the strategic objectives at the organization level to promote digital transformation.
What should the project manager do next?
- A . Prepare a user story to handle the change and assign it to the next iteration.
- B . Escalate to the product owner and cancel the upcoming iterations.
- C . Update the risk-prioritized backlog with the strategic change.
- D . Schedule a meeting with the team to assess the impact of the change.
Correct Answer: D
D
Explanation:
In the context of an agile project, when there is a shift in strategic objectives, it is crucial for the project manager to engage with the team to understand the implications of the change. Scheduling a meeting with the team allows for a collaborative assessment of the impact, enabling the team to adapt their current work and future iterations to align with the new strategic direction. This approach is consistent with agile principles, which emphasize team collaboration, responsiveness to change, and maintaining alignment with organizational goals123.
Reference: The answer is informed by resources on agile project management and the PMBOK® guide, which provide insights into managing strategic shifts in an agile project environment123.
D
Explanation:
In the context of an agile project, when there is a shift in strategic objectives, it is crucial for the project manager to engage with the team to understand the implications of the change. Scheduling a meeting with the team allows for a collaborative assessment of the impact, enabling the team to adapt their current work and future iterations to align with the new strategic direction. This approach is consistent with agile principles, which emphasize team collaboration, responsiveness to change, and maintaining alignment with organizational goals123.
Reference: The answer is informed by resources on agile project management and the PMBOK® guide, which provide insights into managing strategic shifts in an agile project environment123.
Question #64
Some of the more experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work.
What should the project manager do when made aware of these issues?
- A . Set up a team building event to bring synergy back to the project team.
- B . Adjust the project manager’s management style to better fit senior team members.
- C . Ask for advice on how to be a better mentor to these team members.
- D . Meet daily with each senior team member to monitor project status.
Correct Answer: B
B
Explanation:
Micromanagement is a form of leadership that requires excessive control and involvement in the work of team members. It can have negative effects on the team’s performance, motivation, creativity, and trust. Micromanagement can also cause conflicts, stress, and resentment among team members. Therefore, a project manager should avoid micromanaging the team and instead adopt a more flexible and adaptive management style that suits the needs and pReference of different team members. According to the PMBOK® Guide, a project manager should use a combination of leadership styles depending on the situation and the maturity level of the team.
Some of the leadership styles that a project manager can use are:
Directive: The project manager provides clear instructions and expectations to the team and closely monitors their work. This style is suitable for inexperienced or low-performing team members who need guidance and direction.
Supportive: The project manager shows empathy and concern for the team and provides them with support and encouragement. This style is suitable for team members who need recognition and feedback to boost their morale and confidence.
Participative: The project manager involves the team in decision making and problem solving and encourages collaboration and communication. This style is suitable for team members who have high competence and commitment and who value autonomy and empowerment. Achievement-oriented: The project manager sets challenging goals and standards for the team and expects them to excel and deliver high-quality results. This style is suitable for team members who are motivated by achievement and growth and who seek opportunities to learn and improve.
A project manager should adjust their management style to better fit senior team members who have more experience, expertise, and responsibility in the project. Senior team members may prefer a participative or achievement-oriented style that allows them to have more input and influence in
the project and to demonstrate their skills and knowledge. A project manager should also respect the seniority and authority of senior team members and avoid interfering with their work or undermining their credibility. A project manager should also communicate effectively with senior team members and provide them with clear and consistent information, expectations, and feedback. A project manager should also recognize and appreciate the contributions and achievements of senior team members and reward them accordingly.
Reference: Project Management Professional (PMP)® Certification | PMI, Meeting Management Techniques for the PMP® Exam, 4 Common Project Management Styles (And How To Choose One), A Guide to Project Management Leadership Styles (With Tips)
B
Explanation:
Micromanagement is a form of leadership that requires excessive control and involvement in the work of team members. It can have negative effects on the team’s performance, motivation, creativity, and trust. Micromanagement can also cause conflicts, stress, and resentment among team members. Therefore, a project manager should avoid micromanaging the team and instead adopt a more flexible and adaptive management style that suits the needs and pReference of different team members. According to the PMBOK® Guide, a project manager should use a combination of leadership styles depending on the situation and the maturity level of the team.
Some of the leadership styles that a project manager can use are:
Directive: The project manager provides clear instructions and expectations to the team and closely monitors their work. This style is suitable for inexperienced or low-performing team members who need guidance and direction.
Supportive: The project manager shows empathy and concern for the team and provides them with support and encouragement. This style is suitable for team members who need recognition and feedback to boost their morale and confidence.
Participative: The project manager involves the team in decision making and problem solving and encourages collaboration and communication. This style is suitable for team members who have high competence and commitment and who value autonomy and empowerment. Achievement-oriented: The project manager sets challenging goals and standards for the team and expects them to excel and deliver high-quality results. This style is suitable for team members who are motivated by achievement and growth and who seek opportunities to learn and improve.
A project manager should adjust their management style to better fit senior team members who have more experience, expertise, and responsibility in the project. Senior team members may prefer a participative or achievement-oriented style that allows them to have more input and influence in
the project and to demonstrate their skills and knowledge. A project manager should also respect the seniority and authority of senior team members and avoid interfering with their work or undermining their credibility. A project manager should also communicate effectively with senior team members and provide them with clear and consistent information, expectations, and feedback. A project manager should also recognize and appreciate the contributions and achievements of senior team members and reward them accordingly.
Reference: Project Management Professional (PMP)® Certification | PMI, Meeting Management Techniques for the PMP® Exam, 4 Common Project Management Styles (And How To Choose One), A Guide to Project Management Leadership Styles (With Tips)
Question #65
An agile project is in its eighth iteration out of 16 After the last iteration review, the team members receive feedback from the security department about regulations with which the project must comply
Which two actions should the project manager take? (Choose two)
- A . Ask the team members to analyze the impact of including this regulation
- B . Ask the stakeholders about the priority of this regulation
- C . Ask the product owner to include the requirements in the product backlog
- D . Ask the security department for details about regulations
- E . Ask the team members to include the requirements in the next iteration
Correct Answer: A C
A C
Explanation:
The project manager should take two actions to address the feedback from the security department about regulations that the project must comply with. The first action is to ask the team members to analyze the impact of including this regulation on the project scope, schedule, cost, quality, and risk. This will help the project manager to understand the implications and trade-offs of incorporating the regulation, and to plan accordingly. The second action is to ask the product owner to include the requirements in the product backlog, and prioritize them based on their value and urgency. This will ensure that the regulation is properly documented and communicated to the team and stakeholders, and that it is aligned with the project vision and goals. The project manager should also collaborate with the product owner and the team to determine the best way to deliver the regulation in the upcoming iterations, and to monitor and control its implementation and verification.
Option B is not a good choice, because it is not the project manager’s responsibility to ask the stakeholders about the priority of the regulation. The project manager should defer to the product owner, who is the primary person responsible for managing the product backlog and prioritizing the requirements. The project manager should support the product owner in engaging the stakeholders and obtaining their feedback and approval, but not make the decision on their behalf.
Option D is not a good choice, because it is not a proactive or timely action. The project manager should not wait until the feedback is received to ask the security department for details about the regulations. The project manager should have identified and engaged the security department as a key stakeholder early in the project, and obtained their input and expectations regarding the regulations. The project manager should also have established a regular and effective communication channel with the security department, and ensured that they are involved and informed throughout the project lifecycle.
Option E is not a good choice, because it is not a realistic or feasible action. The project manager should not ask the team members to include the requirements in the next iteration, without considering the impact, priority, and complexity of the regulation. The project manager should respect the team’s autonomy and capacity, and avoid imposing unrealistic or arbitrary deadlines. The project manager should also follow the agile principles and practices, and allow the team to self-organize and plan their work based on the product backlog and the iteration goals.
Reference: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition
A C
Explanation:
The project manager should take two actions to address the feedback from the security department about regulations that the project must comply with. The first action is to ask the team members to analyze the impact of including this regulation on the project scope, schedule, cost, quality, and risk. This will help the project manager to understand the implications and trade-offs of incorporating the regulation, and to plan accordingly. The second action is to ask the product owner to include the requirements in the product backlog, and prioritize them based on their value and urgency. This will ensure that the regulation is properly documented and communicated to the team and stakeholders, and that it is aligned with the project vision and goals. The project manager should also collaborate with the product owner and the team to determine the best way to deliver the regulation in the upcoming iterations, and to monitor and control its implementation and verification.
Option B is not a good choice, because it is not the project manager’s responsibility to ask the stakeholders about the priority of the regulation. The project manager should defer to the product owner, who is the primary person responsible for managing the product backlog and prioritizing the requirements. The project manager should support the product owner in engaging the stakeholders and obtaining their feedback and approval, but not make the decision on their behalf.
Option D is not a good choice, because it is not a proactive or timely action. The project manager should not wait until the feedback is received to ask the security department for details about the regulations. The project manager should have identified and engaged the security department as a key stakeholder early in the project, and obtained their input and expectations regarding the regulations. The project manager should also have established a regular and effective communication channel with the security department, and ensured that they are involved and informed throughout the project lifecycle.
Option E is not a good choice, because it is not a realistic or feasible action. The project manager should not ask the team members to include the requirements in the next iteration, without considering the impact, priority, and complexity of the regulation. The project manager should respect the team’s autonomy and capacity, and avoid imposing unrealistic or arbitrary deadlines. The project manager should also follow the agile principles and practices, and allow the team to self-organize and plan their work based on the product backlog and the iteration goals.
Reference: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition
Question #66
A project manager is consolidating information tor all the workstreams within a data center and IT service transition project. To ensure the project delivers value quickly the project manager will assess a large number of consolidated project schedules
Which two actions should the project manager take with regard to schedule analysis? (Choose two)
- A . Review with subject matter experts (SMEs) to ensure they have contributed to the schedule development
- B . Evaluate the master schedule and perform fast tracking and task crashing
- C . Look (or gaps in the different schedules to determine which major risks might evolve over time
- D . Review the project schedules to ensure that all tasks end with milestones
- E . Evaluate the schedules for interdependencies to establish the critical path
Correct Answer: A E
A E
Explanation:
According to the Project Management Body of Knowledge (PMBOK), a project manager should ensure that all relevant stakeholders, including subject matter experts (SMEs), have contributed to the schedule development. This ensures that the schedule is realistic and takes into account all necessary tasks and dependencies. Additionally, evaluating the schedules for interdependencies to establish the critical path is crucial in project management. The critical path method is a step-by-step project management technique to identify activities on the critical path. It is an approach to project scheduling that breaks the project into several work tasks, displays them in a flow chart, and then calculates the project duration based on estimated durations for each task.
Reference: PMBOK Guide, 6th Edition, Section 6.3: Sequence Activities and Section 6.4: Estimate Activity Durations.
A E
Explanation:
According to the Project Management Body of Knowledge (PMBOK), a project manager should ensure that all relevant stakeholders, including subject matter experts (SMEs), have contributed to the schedule development. This ensures that the schedule is realistic and takes into account all necessary tasks and dependencies. Additionally, evaluating the schedules for interdependencies to establish the critical path is crucial in project management. The critical path method is a step-by-step project management technique to identify activities on the critical path. It is an approach to project scheduling that breaks the project into several work tasks, displays them in a flow chart, and then calculates the project duration based on estimated durations for each task.
Reference: PMBOK Guide, 6th Edition, Section 6.3: Sequence Activities and Section 6.4: Estimate Activity Durations.
Question #67
During the implementation of a project the project team discovered a new opportunity After an internal review the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level
What should the project manager do next with this opportunity?
- A . Share this opportunity with another project
- B . Establish a contingency reserve to support the opportunity
- C . Further monitor the opportunity
- D . No more action is required
Correct Answer: A
A
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities, and may imply a lack of interest or commitment to the project objectives1.
Reference: PMBOK® Guide
A
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities, and may imply a lack of interest or commitment to the project objectives1.
Reference: PMBOK® Guide
Question #68
Travel restrictions are suddenly imposed during a project’s execution. The team members reside in different geographic locations.
What should the project manager do next to address this issue?
- A . Halt all processes until procurement and implementation of solutions are completed.
- B . Place a hold on activities until the team can resume the work on-site.
- C . Ask the team members to proceed independently while examining needs and alternatives.
- D . Obtain and implement the sponsor’s recommendations for a solution.
Correct Answer: C
C
Explanation:
In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline C June 20192
Professional in Business Analysis Reference Materials3
C
Explanation:
In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline C June 20192
Professional in Business Analysis Reference Materials3
Question #69
The city has decided to build a new tram station. The project will include various approaches. The construction and infrastructure work will be accomplished using a predictive life cycle while software will be developed using an iterative life cycle Some neighbors are resisting the project have been asking the mayor to stop the project, and are threatening legal action
What two actions should the project manager take’? (Choose two)
- A . Discuss with the construction team alternatives on moving the new train station to another location.
- B . Publish information on the city’s website about the benefits that the new tram station will bring
- C . Have a meeting with the mayor and explain the importance of the new train station to the city.
- D . Conduct regular meetings with the neighbors to get their buy-in for the project
- E . Register this situation as a risk and develop a mitigation plan
Correct Answer: BE
BE
Explanation:
The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city’s website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project’s value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.
Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project’s objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34.
Reference: PMBOK® Guide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 395-396, 443-444; Project Risk Management – A Quick Guide, Step 3: Plan Risk Responses.
BE
Explanation:
The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city’s website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project’s value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.
Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project’s objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34.
Reference: PMBOK® Guide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 395-396, 443-444; Project Risk Management – A Quick Guide, Step 3: Plan Risk Responses.
Question #70
A project team is planning the next sprint review. The project lead receives an email from a senior manager asking for a project status using a template that is more detailed than the one used for monthly reports sent to the project management office (PMO). The team uses an electronic product backlog and a kanban board to track the progress.
What should the project manager do next?
- A . Modify the PMO template to include the information.
- B . Contact the senior manager and discuss their needs.
- C . Give the senior manager access to the product backlog.
- D . Organize a review of the kanban board with the manager.
Correct Answer: B
B
Explanation:
The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.
Reference: The answer is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and effective communication strategies1. Additionally, the PMI’s standards on project communication emphasize the importance of understanding and addressing stakeholder information needs23.
B
Explanation:
The best course of action when receiving a request for a more detailed project status is to engage in a dialogue with the senior manager to understand their specific needs. This approach aligns with the PMBOK® Guide’s emphasis on effective communication and stakeholder engagement as key aspects of project management. By discussing the requirements directly, the project manager can tailor the communication to provide relevant and precise information that satisfies the senior manager’s request without overwhelming them with unnecessary details. This method ensures that the project manager is responsive to stakeholder needs and maintains clear and open lines of communication.
Reference: The answer is supported by the principles outlined in the PMBOK® Guide, which advocate for proactive stakeholder engagement and effective communication strategies1. Additionally, the PMI’s standards on project communication emphasize the importance of understanding and addressing stakeholder information needs23.