Practice Free PMP Exam Online Questions
local company is developing a new product and. for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project’s outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings.
How should the project manager address this situation?
- A . Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects.
- B . Document the risk in the risk management plan and use contingency reserves to hire a local vendor.
- C . Review lessons learned from previous projects and organizational process assets (OPAs).
- D . Determine the communication needs, environment, and tools to get the message across.
D
Explanation:
The project manager should determine the communication needs, environment, and tools to get the message across to the remote development team. This is part of the Plan Communications Management process, which involves identifying and documenting the approach to communicate most effectively and efficiently with stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects (A) is not a viable option since it would disrupt the project schedule, budget, and scope. Documenting the risk in the risk management plan and using contingency reserves to hire a local vendor (B) is also not appropriate since the communication issue is not a risk but a problem that needs to be resolved. Reviewing lessons learned from previous projects and organizational process assets (OPAs) © is a good practice, but it is not sufficient to address the current situation.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 10, Section 10.1.3.1
During the setup of an agile project, the product owner expressed clear interest in having features released during product development over having the product completed in one year.
What should the project manager do?
- A . Promote a productive environment where everybody can work without interruptions from the rest of the team members.
- B . Create a reward system recognizing group contributions to get people motivated and improve performance.
- C . Facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP).
- D . Design a set of metrics including velocity, which is a good measure of value delivered.
C
Explanation:
According to the PMBOK Guide, 7th edition, an agile project is one that follows an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. In an agile project, the product owner is the person who represents the voice of the customer and defines the product vision and value. The product owner also prioritizes the product backlog, which is a list of features and requirements that need to be delivered by the project team. The product owner’s interest in having features released during product development over having the product completed in one year indicates a preference for delivering value early and frequently, rather than waiting for a final product. This is consistent with the agile principle of satisfying the customer through early and continuous delivery of valuable software. Therefore, the project manager should facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP), which is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. By doing so, the project manager can help the product owner and the project team to align their expectations, scope, and schedule, and to deliver value incrementally and iteratively.
Reference: PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles
PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices
A multinational company is launching a company-wide digital transformation project that covers all of its regions and business lines. The project is expected to go through five phases and finish in 2 years. The project manager schedules a kick-off meeting.
What should the project manager do next?
- A . Ensure there is enough budget to mandate all team members to fly to corporate headquarters for the kick-off meeting.
- B . Consider using digital or virtual tools to conduct the kick-off meeting to minimize geographic boundaries.
- C . Document the kick-off meeting and close out the planning phase after the meeting is held.
- D . Limit to one kick-off meeting in the project’s first phase in order to control the budget.
B
Explanation:
The kick-off meeting is a critical step in the project management process, as it aligns the project team with the project’s objectives and establishes a common understanding among stakeholders. In the context of a multinational company launching a digital transformation project, it is practical to use digital or virtual tools for the kick-off meeting. This approach not only minimizes geographic boundaries, enabling participation from all regions and business lines, but also aligns with the digital nature of the project itself. It is a cost-effective solution that can foster collaboration and communication without the need for travel, which is especially relevant given the global scope of the project.
Reference: The recommendation to use digital or virtual tools is supported by best practices in project management, which emphasize the importance of effective communication and stakeholder engagement in kick-off meetings. The Project Management Institute (PMI) highlights the use of technology to facilitate project meetings, especially in a digital transformation
context123. Additionally, the Professional in Business Analysis (PMI-PBA) reference materials guide stresses the significance of leveraging technology to enhance project collaboration and efficiency456.
A project manager is instructed by the project sponsor to draft the project charter. The project sponsor asks the project manager to involve a particular stakeholder m order to provide necessary resources However, the stakeholder is refusing to get involved because the stakeholder thinks mat there is no benefit m using the project deliverable.
What should the project manager do to resolve this?
- A . Meet with the stakeholder to discuss the impact of the deliverable
- B . Consider the stakeholder as a risk and evaluate possible solutions with the project team
- C . Improve communication with the stakeholder to obtain their assistance in the future
- D . Escalate to the project sponsor due to the political nature of the issue
A
Explanation:
According to the PMBOK Guide, 6th edition, section 13.2.2.4, stakeholder engagement assessment matrix is a tool that can be used to identify the current and desired levels of engagement for each stakeholder or stakeholder group. The project manager should use this matrix to plan and implement appropriate strategies to increase the support and minimize the resistance of the stakeholders. One of the strategies is to meet with the stakeholder and discuss the impact of the project deliverable on their interests, needs, and expectations. The project manager should also explain the benefits of the deliverable for the organization and the stakeholder, and address any concerns or issues that the stakeholder may have. By doing so, the project manager can increase the stakeholder’s awareness, understanding, and involvement in the project, and foster a positive relationship with them.
Reference: PMBOK Guide, 6th edition, section 13.2.2.4; PMI website
An agile team is making infrastructure changes to the human resources (HR) application system.
Conflicting requirements are being submitted by various stakeholders.
What should the project manager do to help move the project forward?
- A . Review documents provided by other teams, such as lessons learned and the risk matrix.
- B . Attend the Scrum of Scrums to identify roadblocks and manage dependencies.
- C . Study the technology to assist the team in decision-making if progress slows.
- D . Encourage the stakeholders to collaborate by facilitating meetings and sharing knowledge.
D
Explanation:
According to the PMBOK Guide, one of the key roles of the project manager in an agile environment is to facilitate collaboration among stakeholders and the team. This helps to manage conflicts, clarify requirements, and align expectations. The project manager should also promote the agile values and principles, such as customer satisfaction, responding to change, and delivering value incrementally.
By doing so, the project manager can help move the project forward and ensure the delivery of a high-quality product that meets the customer’s needs. (PMBOK Guide, 6th edition, pp. 53-54)
Reference: PMBOK Guide, 6th edition, Chapter 3: The Role of the Project Manager, Section 3.3: The Project Manager’s Sphere of Influence, pp. 53-54
Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.2: Agile Manifesto Values and Principles, pp. 10-13
DRAG DROP
Drag the communication event on the left to the main subject discussed during the event on the right.
Explanation:
Daily meeting: Goal for this iteration
Iteration retrospective: Development flow
Iteration planning: Backlog items completed or not
Iteration review: Continue, stop, or start actions
Comprehensive and Detailed In agile project management, communication events are structured to facilitate specific discussions:
Daily meetings focus on the immediate goals and what will be accomplished during the current iteration.
Iteration retrospectives are used to reflect on the development flow and identify improvements for future iterations.
Iteration planning involves discussing which backlog items have been completed and which have not, setting the scope for the upcoming iteration.
Iteration reviews provide an opportunity to discuss what should continue, stop, or start in the next iteration based on feedback and results.
These events ensure that the team remains aligned, focused, and continuously improving their process.
Reference: The PMBOK® Guide and the Agile Practice Guide provide detailed explanations of these agile practices. Additionally, the PMP Examination Content Outline1 offers insights into the process groups and knowledge areas relevant to these practices. These Reference emphasize the importance of structured communication in managing agile projects effectively.
A project manager is working on a critical path activity and notices a delay in product delivery due to an anticipated event.
What should the project manager do first?
- A . Follow the risk response plan
- B . Use the contingency fund
- C . Prepare a change request
- D . Update the risk register
A
Explanation:
The project manager should first follow the risk response plan. The risk response plan is a component of the project management plan that describes how to implement risk responses for identified risks and opportunities1. It includes the agreed-upon actions and owners for each risk, as well as the budget, schedule, and resources allocated for the risk responses1. By following the risk response plan, the project manager can execute the appropriate actions to minimize the impact of the delay on the critical path activity and the project objectives.
Option B is not the best answer because using the contingency fund is not the first thing to do. The contingency fund is a reserve amount of money or time that is set aside to cover the cost or time impact of known risks2. It is part of the risk response plan, and it should be used only after the risk response actions have been implemented and the residual risk impact has been assessed3.
Option C is not the best answer because preparing a change request is not the first thing to do. A change request is a formal proposal to modify any document, deliverable, or baseline of the project. It should be prepared only after the risk response actions have been implemented and the impact of the delay on the project scope, schedule, cost, or quality has been analyzed.
Option D is not the best answer because updating the risk register is not the first thing to do. The risk register is a project document that records the details of all identified risks, including their description, category, probability, impact, response strategy, and status. It should be updated only after the risk response actions have been implemented and the outcome of the risk response has been evaluated.
Reference: 1: PMBOK Guide, 7th Edition, Section 11.1.3.1, Risk Response Plan 2: PMBOK Guide, 7th Edition, Section 6.5.2.3, Contingency Reserve 3: PMBOK Guide, 7th Edition, Section 11.5.3.1, Implement Risk Responses: PMBOK Guide, 7th Edition, Section 4.6.3.1, Change Requests: PMBOK Guide, 7th Edition, Section 4.6.3.2, Change Control Tools: PMBOK Guide, 7th Edition, Section 11.2.3.1, Risk Register: PMBOK Guide, 7th Edition, Section 11.6.3.1, Monitor Risks
A project manager is leading a cross-organizational project that is replacing a platform on which various solutions used by 15 business units were built. The project is part of a large program of work, and some of the resources are shared with other projects outside of the program initiated by the respective business units.
Which stakeholders should the project manager consult with first to manage interdependencies?
- A . Project sponsors
- B . Other project managers
- C . Business unit managers
- D . Program managers
D
Explanation:
Managing interdependencies in a cross-organizational project, especially one that affects multiple business units and shares resources with other projects, requires a coordinated approach. The PMBOK Guide highlights the importance of identifying and engaging stakeholders who can influence the project’s outcomes1. In this scenario, program managers are typically responsible for overseeing the program’s overall direction and managing dependencies across projects within the program2. Consulting with program managers first can provide a comprehensive view of the program’s objectives, resources, and constraints, which is crucial for effectively managing interdependencies.
Reference: Stakeholder Management – Project Management Institute; Project Stakeholder Management According to the PMBOK12.
A project manager is managing an innovation project for a big corporation. The project manager is planning to use email as the main communication channel, however, the product owner prefers to use another approved communication tool instead of email
What should the project manager do?
- A . Contact the sponsor to request direction regarding the communication tool to be used by the project team
- B . Update the communications management plan based on the product owner’s pReference and distribute to the team
- C . Suggest to the team to start using the communication tool suggested by the product owner
- D . Request the product owner to use email because using another tool will increase the workload
B
Explanation:
According to the PMBOK Guide, the project manager should plan, manage, and monitor the communication activities throughout the project life cycle. The project manager should also consider the stakeholder needs, pReference, and expectations when choosing the communication methods, tools, and technologies. The project manager should also update the communications management plan as needed to reflect any changes in the communication requirements or approach. Therefore, the project manager should update the communications management plan based on the product owner’s pReference and distribute it to the team. This will ensure that the communication is effective, timely, and consistent among the project stakeholders.
Reference: PMBOK Guide, 6th edition, pages 361-362, 368-369.
A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online e-learning courses. The project manager will take over the project once the supplier has been sourced.
What should the project manager do before the project starts?
- A . Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.
- B . Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project.
- C . Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process.
- D . Ask the project sponsor to involve the legal department in the negotiation for the project agreement.
A
Explanation:
According to the PMBOK Guide, the project manager should be involved in the procurement process to ensure that the project requirements are clearly defined and communicated to the potential suppliers1. The project manager should also verify that the project objectives are aligned with the business needs and the expectations of the stakeholders before approving an agreement2. Therefore, the best option is to ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.
Option B is incorrect because informing the project sponsor that there cannot be any changes to the scope of the project is unrealistic and may not account for the possible risks and uncertainties that may arise during the project execution3.
Option C is incorrect because notifying the project sponsor that the project manager cannot be involved in the agreement negotiation process is not a proactive or collaborative approach, and may result in a poor or unsuitable agreement for the project.
Option D is incorrect because asking the project sponsor to involve the legal department in the negotiation for the project agreement is not the responsibility of the project manager, and may not address the issue of the project manager’s participation in the procurement process.
Reference: 1: PMBOK Guide, 6th edition, section 12.1.3.1, p. 465 2: PMBOK Guide, 6th edition, section 4.1.3.1, p. 89 3: PMBOK Guide, 6th edition, section