Practice Free PMP Exam Online Questions
A project manager was recently assigned to rescue a high-priority project for an Olympic facility. The project is behind schedule, with a heavy contractual penalty. The former project manager had numerous conflicts with the project team members and a few stakeholders.
What should the project manager do first?
- A . Review the project schedule and ask for the contingency reserve to crash the project.
- B . Meet the project team and stakeholders to identify the root cause of the issue and develop a solution.
- C . Review the lessons learned register with the former project manager in a private meeting.
- D . Meet the project team to assert authority and reassign the project tasks for a timely delivery.
B
Explanation:
The first step for a project manager taking over a troubled project is to understand the current project situation comprehensively. Meeting with the project team and stakeholders allows the project manager to identify the root causes of the issues, which is essential before any corrective actions can be planned. This approach aligns with best practices in project management, which emphasize the importance of stakeholder engagement and root cause analysis in resolving project conflicts and getting projects back on track123.
: = This answer is informed by standard project management practices as outlined in resources like the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which recommend stakeholder engagement and root cause analysis as critical steps in managing project issues45678.
A project manager is leading a project team that consists of five team members. One of the team members, a senior technical staff member, always criticizes the ideas of other members during team meetings. However, this senior technical member is not performing well on their own daily tasks. Other team members are frustrated and have become silent in meetings.
What should the project manager do?
- A . Reduce the team meeting frequency and seek input separately from team members.
- B . Ask human resources (HR) to reassign the senior technical staff member.
- C . Encourage other team members to provide one another with their valuable ideas.
- D . Provide feedback to bring the team members’ focus back to the performance of their daily tasks.
D
Explanation:
The project manager must take immediate action to address both behavioral and performance issues. Providing direct, constructive feedback to the underperforming senior technical member will help address their critical behavior and performance lapses. According to the PMBOK® Guide C Seventh Edition, project managers are responsible for managing interpersonal conflicts and promoting team collaboration.
By addressing the disruptive behavior and lack of task performance, the project manager fosters a psychologically safe environment and restores team dynamics.
Option A avoids the issue and reduces collaboration.
Option B escalates prematurely and may cause greater disruption.
Option C is positive, but without addressing the root cause, the issue may persist.
Reference: PMBOK® Guide C Seventh Edition, Team Performance Domain
PMI Talent Triangle C Leadership: Conflict and Feedback Management
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An ongoing project with company A is impacted by the recent acquisition of company B. This could affect the current suppliers for the ongoing project.
What should the project manager do next?
- A . Retain company A’s supplier based on the long-term relationship with them.
- B . Consolidate the list of suppliers for companies A and B.
- C . Engage the suppliers of company B to validate the current list of suppliers.
- D . Evaluate the project suppliers of company B for future use.
A key stakeholder who is highly involved in the project claims that the reports sent by the project team are inadequate.
What should the project manager do first?
- A . Ask the project team to review and modify all of these reports.
- B . Ask the sponsor to meet with the stakeholder to diffuse the situation with the reports.
- C . Explain to the stakeholder that these are the approved templates for the reports.
- D . Ensure that the reports comply with the communications management plan.
D
Explanation:
The first action a project manager should take when a stakeholder deems the reports inadequate is to ensure that the reports are in line with the communications management plan. This plan outlines how project communication will occur, including the format and content of reports. By verifying compliance with the plan, the project manager can determine if the issue is due to a deviation from the agreed-upon standards or if the plan itself needs to be adjusted to meet stakeholder expectations. This step is crucial before making any changes to the reports or engaging further with the stakeholder.
Reference: = The importance of aligning project reports with the communications management plan is highlighted in best practices for stakeholder engagement and communication in project management and business analysis. These practices emphasize the need to manage stakeholder expectations effectively and ensure that all communications are consistent with the project’s agreed-upon methods123. Additionally, the Professional Certificate in Stakeholder Engagement from BCS suggests that managing expectations and communicating effectively are key to successful stakeholder engagement4.
A project manager leads a project that implements a new process throughout the organization. The rollout is done in stages and the project manager planned a demonstration for the pilot business units. A manager from a business unit that is scheduled for a later date asks to be invited to the sprint review.
What should the project manager do?
- A . Refer the sprint review request to the project sponsor.
- B . Ask the manager to get an approval from the product owner.
- C . Invite the manager to the scheduled sprint review.
- D . Organize a special demonstration for the manager only.
C
Explanation:
Inviting the manager to the scheduled sprint review aligns with the principles of stakeholder engagement and communication management as outlined in the PMBOK® Guide. It encourages transparency and provides an opportunity for early feedback, which is beneficial for the project’s success. The PMBOK® Guide emphasizes the importance of involving stakeholders and keeping them informed about the project’s progress. By inviting the manager to the sprint review, the project manager is adhering to these best practices.
: = PMBOK® Guide1; PMP Examination Content Outline2; Professional in Business Analysis Reference Materials3.
A project manager is working on a project to develop a new watch at a matrix organization.
Which two key items should the project manager include in their feedback to external stakeholders? (Choose 2)
- A . Schedule performance index (SPI) for the portfolio
- B . Earned value in terms of resources
- C . Expected return on investment (ROI) for portfolio projects
- D . Earned value in terms of schedule
- E . Earned value in terms of cost
D,E
Explanation:
External stakeholders typically require performance metrics to understand the status of a project.
Earned value is a proven methodology to measure project performance objectively. Earned Value in terms of schedule (D) and cost (E) offers valuable insights on how well the project is adhering to its baseline plans.
D: Earned Schedule (EV vs. Planned Value) shows schedule adherence.
E: Earned Cost (EV vs. Actual Cost) shows cost efficiency.
Options A and C are portfolio-level metrics, not typically reported by project managers.
Option B is vague and not part of standard EVM practice.
Reference: PMBOK® Guide C Seventh Edition, Measurement and Delivery Performance Domains
PMI Practice Standard for Earned Value Management
A project manager is working on a project to develop a new watch at a matrix organization.
Which two key items should the project manager include in their feedback to external stakeholders? (Choose 2)
- A . Schedule performance index (SPI) for the portfolio
- B . Earned value in terms of resources
- C . Expected return on investment (ROI) for portfolio projects
- D . Earned value in terms of schedule
- E . Earned value in terms of cost
D,E
Explanation:
External stakeholders typically require performance metrics to understand the status of a project.
Earned value is a proven methodology to measure project performance objectively. Earned Value in terms of schedule (D) and cost (E) offers valuable insights on how well the project is adhering to its baseline plans.
D: Earned Schedule (EV vs. Planned Value) shows schedule adherence.
E: Earned Cost (EV vs. Actual Cost) shows cost efficiency.
Options A and C are portfolio-level metrics, not typically reported by project managers.
Option B is vague and not part of standard EVM practice.
Reference: PMBOK® Guide C Seventh Edition, Measurement and Delivery Performance Domains
PMI Practice Standard for Earned Value Management
During the execution of a project, a project manager is informed that a team member is leaving the company.
What should the project manager do next?
- A . Wait for the next project status meeting to evaluate the impact of one less resource.
- B . Ask the project sponsor to replace the resource immediately.
- C . Record the situation in the issue log immediately and evaluate the impact of losing the resource.
- D . Freeze the activities of the lost resource until they are replaced.
A project manager works for an IT consulting firm that has submitted a bid during the request for proposal (RFP) process for a contract that focuses on data center migration and optimization. However, the consulting firm has little experience in data center optimization.
What should the project manager do?
- A . Send the team to a data center optimization training workshop.
- B . Partner with a company that is an expert in this area.
- C . Outsource the data center optimization work to a vendor.
- D . Request a budget to build this competency among project team members.
An organization is transitioning to an agile delivery approach. There is only one project that is being used as a pilot for the new approach. The project management office (PMO) manager has asked the project lead how communications with the project team and the stakeholders will be managed.
What should the project lead recommend?
- A . Send the weekly report to the PMO and the product owner, and use a kanban board for the project team.
- B . Send weekly reports to the PMO, and use a kanban board for the product owner and the project team.
- C . Invite the PMO manager to the daily standup with the project team and product owner.
- D . Send weekly reports to all stakeholders, including the project team and the product owner.
C
Explanation:
Agile methodologies emphasize direct, frequent, and transparent communication. Inviting the PMO manager to the daily standup meetings aligns with agile principles, fostering collaboration and ensuring that all parties are informed and engaged in the project’s progress. This approach allows for real-time updates and immediate feedback, which is essential for agile projects where adaptability and quick responses to change are critical. The daily standup is a key agile practice that helps the team synchronize activities and plan for the next 24 hours12.
Reference: Agile Communication: Techniques, Examples and Best Practices – PM-Training1 Unleashing the power of communication in agile transformations – McKinsey2