Practice Free PMP Exam Online Questions
Question #81
A new offshore call center project is vital for a company’s branch offices. The project is at the end of the planning phase when the project manager is informed by the sponsor that the project will be delayed due to reprioritization.
What should the project manager do?
- A . Create a messaging group chat with the branch office stakeholders to inform them about the project delay.
- B . Schedule a video conference to inform the branch office stakeholders about the project delay.
- C . Send an official project memo to inform the branch office stakeholders about the project delay.
- D . Include the project delay in the monthly progress report for the branch office stakeholders.
Correct Answer: B
B
Explanation:
Comprehensive and Detailed
When a critical project is delayed, especially one impacting multiple stakeholders (e.g., branch offices), a proactive and direct communication method is best. A video conference enables two-way communication, clarity, and immediate response to concerns. This supports stakeholder engagement, transparency, and relationship-building.
Option A (group chat) is too informal and may cause misunderstandings.
Option C (memo) is one-way communication and may lack context.
Option D (monthly report) delays the message unnecessarily.
Reference: PMBOK® Guide C Seventh Edition, Stakeholder and Communication Performance Domains
PMI Stakeholder Engagement Planning Guidance
B
Explanation:
Comprehensive and Detailed
When a critical project is delayed, especially one impacting multiple stakeholders (e.g., branch offices), a proactive and direct communication method is best. A video conference enables two-way communication, clarity, and immediate response to concerns. This supports stakeholder engagement, transparency, and relationship-building.
Option A (group chat) is too informal and may cause misunderstandings.
Option C (memo) is one-way communication and may lack context.
Option D (monthly report) delays the message unnecessarily.
Reference: PMBOK® Guide C Seventh Edition, Stakeholder and Communication Performance Domains
PMI Stakeholder Engagement Planning Guidance
Question #82
A customer complains that a software update project is failing to deliver value according to the original scope.
What should the project manager do to resolve the problem?
- A . Ensure that the project issue log is up-to-date with the customer’s issues related to the missed stories.
- B . Ensure that the project change log is up-to-date with the stories based on the missed requirements.
- C . Ensure that the project backlog has the features and stories prioritized correctly.
- D . Ensure that the project risk register is current and reflects the impacts posed by stories not delivered.
Correct Answer: C
C
Explanation:
In Agile environments, value delivery is driven by an actively managed and prioritized product backlog. When a customer feels that value is not being delivered according to the original scope, the first action the project manager should take is to ensure the backlog accurately reflects customer priorities. The Product Owner is responsible for backlog prioritization, but the project manager facilitates stakeholder engagement and ensures that feedback leads to backlog refinement.
According to the Agile Practice Guide, “Backlog refinement is a key mechanism to adjust scope and priorities throughout the project.” Misalignment between delivery and customer expectations often originates from improper backlog management.
Options A and B refer to logs that track issues and changes, but these are reactive records and don’t directly address value delivery. Option D (risk register) deals with potential problems, not actual missed value.
Reference: Agile Practice Guide, Section 5.3: Product Backlog and Prioritization
PMBOK® Guide C Seventh Edition, Value Delivery and Adaptive Planning
C
Explanation:
In Agile environments, value delivery is driven by an actively managed and prioritized product backlog. When a customer feels that value is not being delivered according to the original scope, the first action the project manager should take is to ensure the backlog accurately reflects customer priorities. The Product Owner is responsible for backlog prioritization, but the project manager facilitates stakeholder engagement and ensures that feedback leads to backlog refinement.
According to the Agile Practice Guide, “Backlog refinement is a key mechanism to adjust scope and priorities throughout the project.” Misalignment between delivery and customer expectations often originates from improper backlog management.
Options A and B refer to logs that track issues and changes, but these are reactive records and don’t directly address value delivery. Option D (risk register) deals with potential problems, not actual missed value.
Reference: Agile Practice Guide, Section 5.3: Product Backlog and Prioritization
PMBOK® Guide C Seventh Edition, Value Delivery and Adaptive Planning
Question #83
A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified.
What should the project manager do to address the issue?
- A . Onboard a new project team member who has testing skills.
- B . Provide training to the entire team so they all will be able to perform tests.
- C . Support the team to identify an approach to resolve the problem.
- D . Ask the development team to slow down so the testers can catch up.
Correct Answer: C
C
Explanation:
When a bottleneck is identified in a project, especially one related to skill gaps such as testing skills, it is important for the project manager to facilitate a solution that empowers the team. The project manager should support the team in identifying an approach to resolve the problem, which may include a combination of training, process improvement, or resource adjustments. This approach aligns with the principles of team empowerment and problem-solving within the Project Management Professional (PMP) framework23.
Reference: PMI’s article on “Banishing Bottlenecks” discusses the importance of targeting the source of logjams and working with the team to find solutions2.
ExamTopics discussion on PMP topic 1 question 737 highlights the importance of empowering the team to find solutions to the problem they have identified1.
Additional resources on addressing software testing bottlenecks and skill gaps can be found in PMI’s library and other professional articles456.
C
Explanation:
When a bottleneck is identified in a project, especially one related to skill gaps such as testing skills, it is important for the project manager to facilitate a solution that empowers the team. The project manager should support the team in identifying an approach to resolve the problem, which may include a combination of training, process improvement, or resource adjustments. This approach aligns with the principles of team empowerment and problem-solving within the Project Management Professional (PMP) framework23.
Reference: PMI’s article on “Banishing Bottlenecks” discusses the importance of targeting the source of logjams and working with the team to find solutions2.
ExamTopics discussion on PMP topic 1 question 737 highlights the importance of empowering the team to find solutions to the problem they have identified1.
Additional resources on addressing software testing bottlenecks and skill gaps can be found in PMI’s library and other professional articles456.
Question #84
A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.
How should the project manager build a cohesive, high-performing team?
- A . Organize the team members into several kick-off sessions based on technology type.
- B . Review the list of team members’ skills and understand how they will work together to deliver the project outcomes.
- C . Ask the human resources (HR) department to arrange interview meetings to select the team.
- D . Ask prospective team members to write a short biography explaining how they can contribute to the team’s success.
Correct Answer: B
B
Explanation:
The project manager should review the list of team members’ skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK® Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, and performance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team’s ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members’ skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.
Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
Asking prospective team members to write a short biography explaining how they can contribute to the team’s success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members’ skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager
to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders. : 1: PMBOK® Guide, 7th edition, pages 96-97.
B
Explanation:
The project manager should review the list of team members’ skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK® Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, and performance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team’s ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members’ skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.
Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
Asking prospective team members to write a short biography explaining how they can contribute to the team’s success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members’ skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager
to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders. : 1: PMBOK® Guide, 7th edition, pages 96-97.
Question #85
A project team consisting of 13 people was set up three months ago. As part of the transition to agile, a scrum master was assigned to the project. The scrum master wants to know the status of the team’s development stage. The project manager believes that the team has passed the "storming" stage.
Which indicators should be used to determine the team’s development stage?
- A . Scrum ceremonies are held per the Scrum guide.
- B . Team members share information and experiences.
- C . Formal training courses have been completed by team members.
- D . Project deliverables are formally approved.
Correct Answer: B
Question #86
A project team member contacts the project manager to say they are not familiar with the regulations to complete some activities.
What should the project manager do?
- A . Ask the team member to contact the learning and development team for additional help.
- B . Share the required documents with the team member.
- C . Arrange a required training session for the team member.
- D . Raise this issue in the next team meeting and ask the rest of the team to clarify.
Correct Answer: C
Question #87
A project team is working on an agile software development project. The project manager is concerned that the virtual team may not be as effective as a colocated team at headquarters.
Which two actions should the project manager leverage to ensure the team is meeting performance expectations? (Choose two)
- A . Hold daily virtual meetings to review progress.
- B . Implement time-keeping software for team members.
- C . Task functional managers to drive accountability.
- D . Utilize a web-based kanban board.
- E . Require a monthly individual status report.
Correct Answer: A,D
A,D
Explanation:
Kanban method offers a simple and effective way to manage your tasks and projects. It is based on two rules: visualization of workflow and limitation of the number of tasks being in progress at a time. By following these two principles, you save time which you’d normally spend on getting organized, and can perform your tasks much quicker.
A,D
Explanation:
Kanban method offers a simple and effective way to manage your tasks and projects. It is based on two rules: visualization of workflow and limitation of the number of tasks being in progress at a time. By following these two principles, you save time which you’d normally spend on getting organized, and can perform your tasks much quicker.
Question #88
A recently concluded quality audit failed and came back with multiple action items. A newly appointed project manager is reviewing the project status with the team. New stakeholders have been identified, and new audit resources may have to be added to the project.
What should the project manager do next?
- A . Perform stakeholder engagement.
- B . Perform integrated change control.
- C . Update the quality management plan.
- D . Update the risk management plan.
Correct Answer: B
B
Explanation:
When faced with the aftermath of a failed quality audit, the newly appointed project manager must take several steps to address the situation. Let’s explore the options:
B
Explanation:
When faced with the aftermath of a failed quality audit, the newly appointed project manager must take several steps to address the situation. Let’s explore the options:
Question #89
A project is in the execution phase and there are disagreements between two key stakeholders about the project’s scope. One stakeholder is adamant about expanding the scope and the other stakeholder is content with the current arrangement.
What should the project manager do?
- A . Escalate the stakeholder’s conflict to senior management so they can resolve the issue.
- B . Schedule a one-on-one discussion with each stakeholder to understand their concerns.
- C . Schedule a meeting with both stakeholders to encourage dialogue and reach a decision.
- D . Suggest that the two stakeholders meet together to agree upon a project scope.
Correct Answer: C
C
Explanation:
In conflict resolution, particularly in stakeholder disagreements, the project manager should act as a facilitator and mediator. Scheduling a joint meeting to promote open dialogue and reach mutual understanding supports collaborative decision-making and promotes transparency.
The PMBOK® Guide C Seventh Edition and PMI’s Conflict Resolution guidance recommend collaborative problem-solving as the most effective approach in stakeholder conflict. Engaging both parties together helps to clarify misunderstandings and identify common ground.
Option A is a last resort if resolution fails.
Option B is useful for gathering information but delays the resolution.
Option D lacks the project manager’s facilitation and may not be constructive.
Reference: PMBOK® Guide C Seventh Edition, Stakeholder Engagement and Team Performance Domains
PMBOK® Guide C Sixth Edition, Section 9.5: Manage Team (Conflict Resolution Techniques)
C
Explanation:
In conflict resolution, particularly in stakeholder disagreements, the project manager should act as a facilitator and mediator. Scheduling a joint meeting to promote open dialogue and reach mutual understanding supports collaborative decision-making and promotes transparency.
The PMBOK® Guide C Seventh Edition and PMI’s Conflict Resolution guidance recommend collaborative problem-solving as the most effective approach in stakeholder conflict. Engaging both parties together helps to clarify misunderstandings and identify common ground.
Option A is a last resort if resolution fails.
Option B is useful for gathering information but delays the resolution.
Option D lacks the project manager’s facilitation and may not be constructive.
Reference: PMBOK® Guide C Seventh Edition, Stakeholder Engagement and Team Performance Domains
PMBOK® Guide C Sixth Edition, Section 9.5: Manage Team (Conflict Resolution Techniques)
Question #90
A project manager is leading a project team composed of members with varying levels of knowledge and experience. Some are experts and some have less than 1 year of experience. The project schedule was approved by the steering committee.
What should the project manager do?
- A . Ask the less-experienced members to perform tasks exactly as they are instructed by the experienced members.
- B . Ask each experienced member to be the mentor to one of the less-experienced members.
- C . Ask the more experienced members to review all of the tasks performed by the less-experienced members.
- D . Ask the resource manager to replace the less-experienced members with more experienced team members.
Correct Answer: B
B
Explanation:
Mentoring is a recognized approach for enhancing the skills of less-experienced team members. It allows for knowledge transfer and provides the less-experienced members with guidance and support as they grow into their roles. This approach aligns with the PMI’s emphasis on team development and the value of leveraging the collective knowledge of the team. By pairing less-experienced members with mentors, the project manager can foster a collaborative environment where all team members can contribute effectively while learning from one another.
Reference: The answer is supported by best practices in team management and development, which are part of the PMI’s standards for project management and business analysis. While the PMI does not prescribe a specific action in this scenario, the principles of team development and knowledge sharing are consistent with PMI’s guidance on effective project management and business analysis practices12.
B
Explanation:
Mentoring is a recognized approach for enhancing the skills of less-experienced team members. It allows for knowledge transfer and provides the less-experienced members with guidance and support as they grow into their roles. This approach aligns with the PMI’s emphasis on team development and the value of leveraging the collective knowledge of the team. By pairing less-experienced members with mentors, the project manager can foster a collaborative environment where all team members can contribute effectively while learning from one another.
Reference: The answer is supported by best practices in team management and development, which are part of the PMI’s standards for project management and business analysis. While the PMI does not prescribe a specific action in this scenario, the principles of team development and knowledge sharing are consistent with PMI’s guidance on effective project management and business analysis practices12.