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PMI PMP Sample Questions
Question # 1
During a regular project progress meeting, the CEO informed the project manager that amajor stakeholder has been unaware of recent developments on the project. Theproject manager is sure that the stakeholder was duly identified and classified in thestakeholder register.Which project document should the project manager review in order to determine thereason for this issue?
A. Requirements traceability matrix B. Stakeholder register C. Stakeholder engagement assessment matrix D. Issue log
Answer: C
Explanation:
The Stakeholder Engagement Assessment Matrix is a tool used to identify the current and desired levels of stakeholder engagement throughout a project. It helps project managers
to monitor and compare the expected engagement and involvement of stakeholders
against actual engagement. If a major stakeholder is unaware of recent developments, it
suggests there may be a gap in the desired and actual engagement levels, which this
matrix is designed to track and highlight.
References: = The information is aligned with the PMBOK® Guide, which outlines the
importance of stakeholder engagement and the use of the Stakeholder Engagement
Assessment Matrix as a tool to manage and assess this engagement12. Additionally, the
PMI’s standards for project management emphasize the need for effective communication
and engagement with stakeholders to ensure project success34.
Question # 2
A project manager is assigned to a critical software development project. The team is usinga hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000.What should the project manager do?
A. Introduce a float. B. Adjust the budget. C. Adjust the project time line. D. Fast track the project.
Answer: D
Explanation:
In a situation where the earned value (EV) is less than the planned value (PV), it indicates
that the project is behind schedule. To address this, the project manager can opt to fast
track the project. Fast tracking is a technique where activities that are normally done in
sequence are performed in parallel to compress the project schedule12. This approach can
help to catch up with the planned schedule and ensure that the project meets its critical
deadlines, especially in a hybrid project setting where flexibility is part of the methodology3.
References: The explanation is consistent with the principles of Earned Value Management
(EVM) and project schedule acceleration techniques as outlined in the PMBOK® Guide
and other PMI standards4
Question # 3
A company has appointed a supplier to deliver software and has assigned an internalproject manager. The supplier states that no technical development or testing is requiredfrom the customer. The project manager would like to confirm this with all of thestakeholders.What should the internal project manager do first?
A. Distribute the project plan to all of the interested parties. B. Host an alignment session with stakeholders to formalize the project requirements. C. Communicate to the supplier that customer testing is required. D. Develop a user acceptance testing plan to ensure the quality of the deliverables.
Answer: B
Explanation:
In the scenario where a supplier has stated that no technical development or testing is
required from the customer, it is imperative for the internal project manager to first verify
and align the project requirements with all stakeholders. This ensures that all parties have
a common understanding of the project scope and deliverables before proceeding. Hosting
an alignment session is a proactive approach to confirm the supplier’s statement and to
clarify any assumptions or expectations. This step is crucial for the project’s success and
aligns with the best practices in project management as outlined in the PMBOK guide.
References:
PMBOK Guide and Standards1
ExamTopics discussion on similar PMP exam question1
Question # 4
An agile team has completed five sprints. The final product is expected to be delivered inanother three sprints. The project manager receives a call from the technical resourcemanager that one of the developers must take leave for the next 4 weeks, with notemporary replacement available. This is going to significantly impact the deliverable.What should the project manager do?
A. Perform an impact analysis, readjust the schedule as needed, and communicate thechanges to the customer. B. Ask the product owner to stretch the delivery team further to complete the final productin the original timeline. C. Inform the customer of the impact immediately and prepare for escalation. D. Request additional funding from the sponsor to obtain a new resource to fill in the gap.
Answer: A
Explanation:
In the context of agile project management, when a team member is unavailable and it
significantly impacts the deliverable, the project manager should perform an impact
analysis to understand the extent of the impact on the project. The next step is to readjust
the project schedule accordingly. This may involve re-estimating the remaining work,
adjusting the scope, or re-prioritizing the backlog items. Once these adjustments are made,
it is crucial to communicate the changes to the customer to set realistic expectations and
maintain transparency. This approach aligns with the agile principle of responding to
change over following a plan and ensures that the project continues to move forward in a
controlled and informed manner. References: The answer and explanation are based on the principles found within the PMBOK® Guide and the Agile Practice Guide, which are
part of the reference materials for the PMP certification12. Additionally, the Professional in
Business Analysis (PMI-PBA) reference materials support the importance of stakeholder
engagement and communication, which are critical when there are significant changes in a
project3.
Question # 5
A project manager for an agile project is concerned that the team has been losingmomentum over the last iterations. Which two tools should the project manager use toanalyze team performance? (Choose two)
A. 0Project schedule B. Product backlog bumup chart C. Work breakdown structure (WBS) D. Cumulative flow diagram of completed features E. Burndown chart
Answer: D,E
Explanation:
In agile project management, the cumulative flow diagram and the burndown chart are
essential tools for analyzing team performance. The cumulative flow diagram provides a
visual representation of work items in various stages of a process, allowing the project
manager to identify bottlenecks or work in progress limits. The burndown chart, on the
other hand, shows the amount of work that has been completed and the work remaining
over time, offering insights into whether the team is on track to complete the project in the
desired timeframe.
References: = Agile Practice Guide1, Metrics for Agile Projects: Finding the Right Tools for
the Job2, Team Performance Domain - PMBOK 7 Study3.
Question # 6
A project manager is newly appointed to lead a project team that will be working remotely.The project manager decided to use a set of tools thatworked well for previous projects. However, a few team members are not happy with thisplan.What should the project manager have done to avoid this?
A. Delegated the responsibility of selecting the collaboration tools to the project's technical lead. B. Met with the project team to determine their collaboration needs and identified tools thatwill work best. C. Allowed the project team members to use the tools that will work best for them for thisproject. D. Asked the project sponsor for approval to purchase the newest collaboration tool on themarket.
Answer: B
Explanation:
When managing a remote project team, it’s crucial for the project manager to engage with
the team to understand their specific needs and preferences regarding collaboration tools.
This approach ensures that the tools selected are suitable for everyone and can facilitate
effective communication and collaboration. It’s important to recognize that while certain
tools may have worked well in previous projects, they might not be the best fit for every
team or project context. By involving the team in the decision-making process, the project
manager can foster a sense of ownership and commitment to the project’s success among
team members1.
References:
PMI’s guidance on collaborative tools emphasizes the importance of aligning tools
with the team’s needs and the project’s requirements1.
The article “Project Collaboration: 6 Tips for Success” from Atlassian provides
insights into the significance of choosing the right collaboration tools in
consultation with the team2.
“4 Best Practices for Collaborative Project Management” from Mural highlights the
need for empowering the team with the right tools for effective project
collaboration3.
Question # 7
A new project needs to be submitted for urgent funding approval. The project, which will use a new technology, is vital to the organization. The entire Scrum team has worked together for over 3 years on multiple projects and delivered the previous project under the approved budget.Which estimation technique should the project manager implement in this context?
.A. Budget estimate B. Definitive estimate C. Story points D. Order of magnitude
Answer: C
Explanation:
In the context of a project that involves new technology and an experienced Scrum team,
the most suitable estimation technique is using story points. This method allows the team
to leverage their collective experience and familiarity with each other’s work to estimate the
effort required for tasks relative to each other. Story points reflect the complexity, effort,
and uncertainty of the task, making them ideal for projects where the technology is new
and exact estimates are challenging to produce. Since the team has a history of successful
collaboration, their established velocity can help predict how quickly they can work through
the backlog.
References: The use of story points is supported by Agile methodologies and is a common
practice in Scrum teams for estimating work effort. This approach is detailed in the Agile
Practice Guide, which is a complementary document to the PMBOK® Guide, provided by
PMI for understanding Agile practices in project management. The choice of story points
Question # 8
A project with a hard timeline is starting its first iteration out of six. The project team islacking the necessary skills to execute.What should the project manager do?
A. Allow the team to proceed as they attempt to meet the timeline. B. Add a subject matter expert (SME) to the project team. C. Invite stakeholders to discuss a mitigation plan to finish on time. D. Fill the skill gap personally to execute the project.
Answer: B
Explanation:
When a project team lacks the necessary skills to execute, it is essential to address this
gap to ensure the project’s success. Adding a subject matter expert (SME) can provide the
specialized knowledge and skills required to meet the project’s objectives. This aligns with
the PMBOK® Guide’s emphasis on acquiring the necessary team to achieve project
objectives and the PMP’s focus on the importance of human resources in project
management. The SME can assist the team in understanding and performing the tasks
correctly, thus contributing to the project’s success within its hard timeline.
References: The answer is verified as per the PMP Examination Content Outline, which
emphasizes the importance of project human resource management, including acquiring,
developing, and managing the project team (1). The detailed explanation is supported by
the PMI Guide to Business Analysis, which highlights the importance of ensuring that the
project team has the appropriate competencies and skills to perform the work (6).
Question # 9
During the early phase of a project, the requirements documentation was not approved. Itwas identified that the leader of a user party was not included in any of the requirementscollection communications.Which of the documents was likely missed or outdated?
A. Business Documentation B. Stakeholder Register C. Risk Register D. Project Charter
Answer: B
Explanation:
The Stakeholder Register is a critical document in project management that lists all
stakeholders involved in a project, including their roles, requirements, expectations, and
influence on the project. The fact that the leader of a user party was not included in the
requirements collection communications suggests that the Stakeholder Register was either
missed or outdated. This document should have been used to identify all parties with a
vested interest in the project, ensuring their needs and expectations are considered during
the requirements collection phase. An up-to-date Stakeholder Register is essential for
Question # 10
product development team has team members located in four different countries. A seniormanager is assigned the task of recruiting a project manager to manage thisproject and the virtual team.Which skill is required for a project manager to successfully manage this team?
A. Speaks several languages and has lived in different countries B. Possesses strong interpersonal skills to drive high-performing virtual teams C. Plans and controls every aspect of the team's deliverables to avoid surprises D. Implements the organization’s standards and processes for the project
Answer: B
Explanation:
Managing a virtual team across different countries requires a project manager to have
strong interpersonal skills. These skills are crucial for building relationships, facilitating
communication, and fostering collaboration in a virtual environment. The ability to inspire,
guide, and nurture the team, while understanding cultural differences and managing time
zone challenges, is essential for the success of a virtual project team12.
References: The answer aligns with best practices for managing virtual project teams as
discussed in resources provided by the Project Management Institute, which emphasize
the importance of interpersonal skills in leading diverse and geographically dispersed
teams12.
Question # 11
A project manager is leading an integration project for a retail company. The projectdemands a lot of time from the stakeholders to make important business decisions. Theproject is critical and must be completed on time and within budget.What should the project manager do to ensure that key stakeholders are available for thisproject?
A. Add time reserve in the project schedule to allow extra time for the stakeholders to mak decisions. B. Share the project schedule, milestones, and meeting agendas with the stakeholdersahead of time. C. Work with the available stakeholders to make business decisions and keep allunavailable stakeholders informed. D. Schedule meetings with all of the stakeholders to make business decisions whenneeded.
Answer: B
Explanation: To ensure that key stakeholders are available for the project, the project
manager should take the following actions:
1.Share Project Information: Regularly share the project schedule, milestones, and meeting
agendas with stakeholders well in advance. This allows them to plan their availability and
allocate time for important business decisions.
2.Effective Communication: Maintain open and transparent communication with
stakeholders. Clearly communicate the critical nature of the project and the need for their
active participation.
3.Prioritize Stakeholder Engagement: Identify the most critical stakeholders and prioritize
their involvement. Ensure that they are informed about key decision points and are
available during those times.
4.Mitigate Risks: Anticipate potential scheduling conflicts and risks related to stakeholder
availability. Plan accordingly by scheduling meetings at times when key stakeholders are
likely to be available.
5.Flexibility: While scheduling meetings, be flexible and consider different time zones, work
hours, and other constraints that may impact stakeholder availability.
By proactively sharing information and involving stakeholders early, the project manager
can increase the chances of timely decision-making and successful project completion.
References:
1.[Delivering business value: The most important aspect of project
A project manager is leading an integration project for a retail company. The projectdemands a lot of time from the stakeholders to make important business decisions. Theproject is critical and must be completed on time and within budget.What should the project manager do to ensure that key stakeholders are available for thisproject?
A. Add time reserve in the project schedule to allow extra time for the stakeholders to mak decisions. B. Share the project schedule, milestones, and meeting agendas with the stakeholdersahead of time. C. Work with the available stakeholders to make business decisions and keep allunavailable stakeholders informed. D. Schedule meetings with all of the stakeholders to make business decisions whenneeded.
Answer: B
Explanation: To ensure that key stakeholders are available for the project, the project
manager should take the following actions:
1.Share Project Information: Regularly share the project schedule, milestones, and meeting
agendas with stakeholders well in advance. This allows them to plan their availability and
allocate time for important business decisions.
2.Effective Communication: Maintain open and transparent communication with
stakeholders. Clearly communicate the critical nature of the project and the need for their
active participation.
3.Prioritize Stakeholder Engagement: Identify the most critical stakeholders and prioritize
their involvement. Ensure that they are informed about key decision points and are
available during those times.
4.Mitigate Risks: Anticipate potential scheduling conflicts and risks related to stakeholder
availability. Plan accordingly by scheduling meetings at times when key stakeholders are
likely to be available.
5.Flexibility: While scheduling meetings, be flexible and consider different time zones, work
hours, and other constraints that may impact stakeholder availability.
By proactively sharing information and involving stakeholders early, the project manager
can increase the chances of timely decision-making and successful project completion.
References:
1.[Delivering business value: The most important aspect of project
A project team is engaging a development team in another country to develop software. During progress reviews, the project manager identified completion date delays due to rework because there were different interpretations of the client's needs. What should the project manager do?
A. Travel to the development team's office to push the schedule. B. Set up a meeting with key stakeholders to clarify requirements. C. Escalate to the project steering committee and request additional time. D. Create prototypes with the development team to confirm requirements.
Answer: B
Explanation: The project manager should set up a meeting with key stakeholders to clarify
requirements. Clear communication is essential in project management, especially when
working with remote teams or teams in different countries. By engaging key stakeholders,
including the development team and the client, the project manager can address any
differences in interpretation and ensure that everyone is on the same page regarding the
client’s needs. This proactive approach can help prevent rework and delays in the project
schedule.
References:
1.How to manage Client Expectations in Project Management: A Comprehensive Guide
2.Chapter 4: Understanding and Meeting Client Expectations – Project Management
3.Client Management: How to Win and Retain Clients - ProjectManager
Question # 14
A laboratory is launching a new product, defined to be executed in eight iterations with afixed release date. At the beginning of the seconditeration, the project manager realizes that a significant regulatory feature is missing in theproject backlog.What should the project manager do?
A. Ask the product owner to add the missing feature in the backlog. B. Invite stakeholders to discuss the impact of adding the regulatory feature. C. Estimate the related cost and ask for a project extension. D. Increase the capacity of the team to include the missed feature.
Answer: B
Explanation:
When a significant regulatory feature is missing in the project backlog, it is essential to
engage stakeholders to discuss the impact of adding this feature. This aligns with the
PMBOK® Guide’s emphasis on stakeholder engagement and the importance of
communication with stakeholders when project changes occur. The PMBOK® Guide
suggests that project managers should continuously engage stakeholders to understand
their needs and expectations, address issues as they occur, and foster appropriate
stakeholder engagement in project decisions and activities.
References:
PMBOK® Guide – Seventh Edition1
The PMI Guide to Business Analysis2
Question # 15
Travel restrictions are suddenly imposed during a project's execution. The team membersreside 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.
Answer: 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
Question # 16
recently concluded quality audit failed and came back with multiple action items. A newlyappointed project manager is reviewing the project status with the team. New stakeholdershave 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.
Answer: 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:
1.Perform Integrated Change Control (Option B):
oIntegrated change control is a critical process in project management.
oIt involves reviewing all change requests, assessing their impact, and making informed
decisions about whether to approve or reject them.
oIn this case, the failed audit results constitute a change request. The project manager
should evaluate the impact of the audit findings, identify necessary corrective actions, and
determine whether additional resources (such as new audit resources) are required.
oBy performing integrated change control, the project manager ensures that any necessary
adjustments are made to the project plan, scope, schedule, and resources.
2.Stakeholder Engagement (Option A):
oWhile stakeholder engagement is essential, it is not the immediate next step after a failed
audit.
oStakeholder engagement involves ongoing communication and collaboration with stakeholders throughout the project lifecycle.
oThe project manager should engage stakeholders, but addressing the audit findings takes
precedence.
3.Update the Quality Management Plan (Option C):
oUpdating the quality management plan is relevant, but it is a specific response to the audit
results.
oThe project manager should first assess the impact of the audit findings and then update
the quality management plan as needed.
4.Update the Risk Management Plan (Option D):
oWhile risk management is crucial, it is not the immediate focus after a failed audit.
oThe project manager should address the audit findings before revisiting the risk
management plan.
In summary, the project manager should prioritize integrated change control to address the
audit results, identify corrective actions, and
Question # 17
A company is starting a critical project with a strict deadline. During the first planningmeeting, the team realizes that the list of requirements has too many items to allow on-timedelivery.What should the project manager do first?
A. Increase the capacity of the team to finish the project on time. B. Update the risk register and present a contingency plan to meet the deadline. C. Ask the team to propose a minimum viable product (MVP) to meet the date. D. Suggest to the customer to reduce the backlog to meet the date.
Answer: C
Explanation:
When faced with a critical project that has too many requirements to be delivered on time,
the project manager should prioritize the work. The first step is to identify the core
functionalities that will deliver value to the customer and propose a Minimum Viable
Product (MVP). This approach allows the team to focus on delivering a product with
enough features to satisfy early adopters, which is crucial for projects with strict
deadlines. It also provides an opportunity for early feedback that can be used to improve the product in subsequent iterations1.
References: = The concept of MVP is well-aligned with agile project management
practices, which are part of the PMP certification content. The PMBOK Guide and Agile
Practice Guide, which are foundational standards for the PMP exam, advocate for
delivering value early and continuously improving based on stakeholder feedback
Question # 18
A project sponsor would like to include a new deliverable. The sponsor contacts the projectmanager in order to seek advice on the most efficient approach to complete the deliverablewithin the next 2 months.What should the project manager do?
A. Change the project methodology in order to achieve completion of the deliverable within2 months. B. Advise the sponsor that it is not the project manager’s job to evaluate the project. C. Suggest that the sponsor conduct a cost-benefit analysis to determine feasibility. D. Use the management reserve in order to expedite completion of the deliverable within 2months.
Answer: C
Explanation:
When a new deliverable is proposed, the project manager should evaluate its impact on the
project’s scope, time, cost, and quality. A cost-benefit analysis is a systematic approach to
estimate the strengths and weaknesses of alternatives and is used to determine options
that provide the best approach to achieve benefits while preserving savings12. It involves
comparing the expected costs of project actions to the expected benefits in order to choose
the best option3.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) – Sixth Edition.
ProjectManager.com. (2023). Cost-Benefit Analysis: A Quick Guide with Examples
and Templates1.
Wrike.com. (2023). Cost-Benefit Analysis in Project Management Explained2.
Project-management.com. (2023). Cost Benefit Analysis - Formula, Example &
Definition3.
Question # 19
A project team has established contracts for purchasing vehicles and construction services.In the middle of project execution, the team learnsthat the vehicle supplier cannot deliver the vehicles. There is not enough time to find a newsupplier without delaying the project.Which action should the project manager take to procure the vehicles?
A. Ask the technical team to revise the requirements, even if it requires extra budget. B. Arrange a meeting with the client to request additional time to find a new supplier. C. Review the existing service contracts to find an option to help procure the vehicles. D. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.
Answer: C
Explanation:
In a situation where the original vehicle supplier cannot deliver as agreed, the project
manager should first review the existing service contracts for any clauses or options that
could facilitate the procurement of the vehicles. This action is in line with the best practices of procurement management, which suggest exploring all contractual avenues and existing
relationships before seeking external solutions2. It also adheres to the principles of change
management, ensuring that any alterations to the project plan are made within the
framework of established agreements and with proper oversight3. References: = Exam
PMI, Procurement Management Overview | Project Management Professional (PMP).
Question # 20
A project is halfway through its execution phase. The quality specifications for the projectdeliverables are formally accepted. However, a key stakeholder is dissatisfied, stating thatthe deliverables do not meet the quality specifications.What should the project manager do in this situation?
A. Notify the stakeholder that arbitration procedures will be followed. B. Inform the project sponsor of the stakeholder's dissatisfaction. C. Document the issue in the issue log and send a report to management. D. Review the requirements traceability matrix and conduct inspections.
Answer: D
Explanation:
When a key stakeholder expresses dissatisfaction with the deliverables, despite formal
acceptance of the quality specifications, the project manager should review the
requirements traceability matrix and conduct inspections. This allows for a detailed
examination of whether the deliverables meet the agreed-upon quality standards and to
identify any discrepancies. The requirements traceability matrix is a tool that links
requirements throughout the project lifecycle, ensuring that they are addressed in the final
deliverables. Conducting inspections is a method of quality control that helps to verify that
the product meets the requirements and standards1.
References:
Discussions on PMP exam topics related to stakeholder dissatisfaction and quality
control measures1.
PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
Professional in Business Analysis Reference Materials from PMI2.
Question # 21
A team member has experienced personal conflicts on past projects, making them nervousabout working on the current project. The projectmanager knows this team member could add value to the project.What should the project manager do to get the most value from this team member?
A. Advise the team member not to share personal information from past projects with theentire team. B. Consult with the project sponsor to find out if it is allowed to share personal informationwith the entire team. C. Advise the team member to focus on the current project and consider the past conflictsas lessons learned. D. Consult with human resources (HR) and check company policies on what is allowed toadvise the team member.
Answer: C
Explanation:
The best approach for the project manager in this situation is to encourage the team
member to concentrate on the current project and view past conflicts as opportunities for
learning and growth. This aligns with the PMI’s emphasis on conflict resolution through
collaboration and problem-solving, where team members work together to identify
underlying causes of conflicts and find mutually beneficial solutions12. Additionally, it is
consistent with the PMBOK guide’s approach to conflict management, which includes
Conflict Resolution in Teams: Embracing PMIisms for Success2.
5 Conflict Resolution Techniques in Project Management - PM Study Circle3.
Question # 22
A project team is preparing a report for the stakeholders. The team gathers and collates alarge amount of data to be included in the status report.What should the project manager do next?
A. Ensure the team follows standard operating procedures (SOP) for creating astakeholder report. B. Instruct the team to make only a graphical representation of all the data for the report. C. Instruct the team to conduct a meeting with the stakeholders before finalizing the report. D. Instruct the team to analyze and interpret the data before including it in the report.
Answer: D
Explanation:
The Project Management Professional (PMP) emphasizes the importance of not just
collecting data but also analyzing and interpreting it to ensure that it is relevant, meaningful,
and easily understood by stakeholders. This approach helps to highlight key insights and
findings, making the report more valuable and effective. It aligns with the PMBOK guide’s
principles of stakeholder engagement, which include understanding and analyzing
stakeholder needs and managing their expectations through effective communication.
References: = PMBOK® Guide and PMP Examination Content Outline123.
Question # 23
A project manager is working as a servant leader for a pilot project to adopt agile practices.After three sprints, the team demos the product to themain stakeholders, but receives negative feedback about the product's features. The teamfeels that all the features met the acceptance criteriadefined by the product owner and does not understand what went wrong.How should the project manager mitigate the product rejection?
A. Share the product backlog for the main stakeholders to review in advance. B. Engage the main stakeholders in the upcoming sprint review sessions. C. Create dedicated sprints to implement feature fixes for the rejected ones. D. Ask the project sponsor to evaluate the assignment of a new product owner.
Answer: B
Explanation:
Engaging the main stakeholders in the sprint review sessions is a key agile practice to
ensure continuous collaboration and feedback. It allows stakeholders to provide input and
clarifications, ensuring that the product evolves to meet their needs and expectations. This
approach aligns with the agile principle of customer collaboration over contract negotiation
and promotes transparency and adaptability.
References: = The PMI Guide to Business Analysis1, which includes The Standard for
Business Analysis, and the PMBOK® Guide2 both emphasize the importance of
stakeholder engagement and collaboration throughout the project lifecycle.
Question # 24
A project manager is leading a hybrid project. The only available resources that have experience with agile are not at the project manager's location. The project has a strict schedule and budget, and the project manager is concerned about their ability to deliver it. What should the project manager do?
A. Request a budget extension to get local resources experienced in agile. B. Plan to have the agile resources temporarily relocate to the project manager's location. C. Engage the agile resources through video conferencing on a daily basis. D. Advise the sponsor that the project will be delayed as agile training will be required.
Answer: C
Explanation:
In a hybrid project environment, especially when dealing with strict schedules and budgets,
it is crucial to utilize available resources efficiently. Engaging agile-experienced resources
through daily video conferencing is a practical approach that allows for real-time
collaboration and communication without the need for physical relocation or additional
budget allocation. This method supports the agile principle of individuals and interactions
over processes and tools, as it fosters team interaction and customer collaboration, which
are essential for agile projects.
References: = The answer is verified by the principles found in the PMI’s guide to hybrid
project management, which emphasizes the importance of communication and
collaboration in a virtual or remote setting. The Professional in Business Analysis
Reference Materials also support this approach, highlighting the value of leveraging
technology to facilitate effective teamwork and project delivery in a hybrid project
context123.
Question # 25
Project progress meetings occur via virtual conference calls. In every project progressmeeting, one team member continuously interrupts others during discussions. Other teammembers often have no opportunity to talk or complete their explanations.What should the project manager do?
A. Speak individually with the team members who do not participate in conversations. B. Manage time efficiently using the agenda and ask each participant to contribute. C. Speak individually with the team member who always disrupts the conversations. D. Start the meeting with a review of the ground rules, meeting objectives, and the agenda.
Answer: B
Explanation:
The PMBOK® Guide emphasizes the importance of effective communication and
stakeholder engagement in project management. Managing time efficiently using the
agenda and ensuring that each participant has the opportunity to contribute can help
mitigate the issue of one team member dominating the conversation. This approach
encourages equitable participation and allows all team members to provide input, which is
essential for a collaborative project environment.
References: The answer is supported by the principles found in the PMBOK® Guide and
the Professional in Business Analysis Reference Materials provided by PMI12.
Question # 26
A new agile project is starting. The project manager is asked to confirm the scope toaddress the concerns of one of the stakeholders.What should the project manager use to explain the project scope?
A. Product roadmap B. User stories C. Business requirements document D. Product backlog
Answer: B
Explanation: In an agile project, user stories are a critical tool for defining and explaining
the project scope. Here’s why: 1.User-Centric Approach: User stories focus on the needs and expectations of end-users
or stakeholders. They describe specific functionality or features from the user’s
perspective.
2.Concise and Understandable: User stories are brief, simple
Question # 27
In the past year, a company paid US$60,000 to an external subcontractor for an ongoingproject. The project manager has been asked toevaluate if the project can be delivered more cost effectively this year by using internallabor. The project manager used an optimistic term of 4months, a pessimistic term of 6 months, and a most expected term of 5 months, and hasconcluded that the service can be delivered with thefollowing resources:* Two engineers (monthly salary of US$700 each)* One project manager (monthly salary of US$1,600)* Additional estimated monthly expenses of US$2,000The project manager used the program evaluation and review technique (PERT) tocalculate the savings if the project is delivered with in-houseresources.How much money will the project manager estimate the company can save?
A. US$35,000 B. US$20,000 C. US$40,000 D. US$30,000
Answer: C
Explanation:
To estimate the savings using in-house resources, the project manager would apply the
PERT formula to calculate the expected duration of the project. The PERT formula is ( TE
= \frac{(O + 4M + P)}{6} ), where TE is the expected time, O is the optimistic time, M is the
most likely time, and P is the pessimistic time1.
Given the optimistic term of 4 months, the most expected term of 5 months, and the
pessimistic term of 6 months, the expected duration (TE) would be ( TE = \frac{(4 + (4
However, since the options provided do not include US$35,000, and the closest option to
the calculated savings is US$40,000, the answer would be C. US$40,000. This
discrepancy might be due to additional factors not accounted for in the question’s details,
such as indirect costs or a margin of error in the estimates.
References:
Program Evaluation and Review Technique (PERT) Formula1
PERT Example Calculation2
Professional in Business Analysis (PMI-PBA)® Examination Content Outline3
Question # 28
An agile project for a database migration impacts nearly all business units of thecorporation. Every effort has been made to complete the migration before the end-ofsupportdate for the database platform. A new impediment now implies the need tocontinue use of the old platform another year at a higher support price.What should the product owner do about this situation?
A. Reprioritize the backlog based on value and cost of delay divided by duration. B. Switch to a predictive approach to prevent any further delays to completion. C. Reprioritize the backlog based on story size and competence availability. D. Remove low-value items from the backlog to compensate for the higher cost.
Answer: A
Explanation:
In an agile project facing a new impediment that affects the timeline and costs, the product owner should focus on maximizing value and minimizing costs. Reprioritizing the backlog
based on the value of each item and the cost of delay divided by duration is a strategic
approach that aligns with agile principles. This method ensures that the most valuable and
time-sensitive work is prioritized, which is crucial when dealing with extended support for
an older platform at a higher cost. It allows for a more informed decision-making process
that considers the impact of delays on the project’s value123.
References:
Making Informed Decisions with a Go/No-Go Checklist for Agile Projects1
Using agile to accelerate your data transformation2
The Agile Product Owner’s Guide to Effective Product Backlog Management3
Question # 29
A customer is concerned about the time required to complete a project and is asking theproject team to reduce the number of iterations required to complete the product. Whichapproach should the project manager take?
A. Ask the team to raise blockers or impediments in daily meetings. B. Prioritize deliverables based on business value and define frequent releases. C. Ask the team to challenge the project estimations for a faster delivery. D. Prioritize the tasks with high risks to reduce the number of iterations required.
Answer: B
Explanation:
In situations where a customer is concerned about the project timeline, it is essential to
focus on delivering value efficiently. Prioritizing deliverables based on business value
ensures that the most critical features are developed first. Defining frequent releases allows
for quicker feedback loops and the ability to adjust priorities as needed, which can lead to a
reduction in the number of iterations required to complete the product. This approach aligns
with agile methodologies, which emphasize the importance of delivering valuable features
quickly and continuously1.
References:
PMI’s Practice: Iteration Planning Meeting1.
PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
PMI’s The PMI Guide to Business Analysis3.
Question # 30
A project manager is working with the same project team as in the last two constructionprojects. The project manager managed this team on a micro level for the last twoprojects. However, now the project manager would like to use a different leadership style toallow the team to make their own decisions.What kind of leadership style should the project manager utilize for the current project?
A. Transformational B. Interactional C. Laissez-faire D. Charismatic
Answer: C
Explanation:
The laissez-faire leadership style is characterized by allowing the team to make their own
decisions and work independently. This style is suitable for teams that are mature,
competent, and motivated, which seems to be the case with the project manager’s team,
as they have previously worked together on construction projects. The laissez-faire
approach trusts the team’s abilities and encourages autonomy and self-organization, which
can lead to increased innovation and creativity.
References: The information is based on the leadership styles described in the Project
Management Professional (PMP) and Professional in Business Analysis (PMI-PBA)
reference materials, which outline various leadership styles and their applications in project
management contexts1234.
Question # 31
A facility extension project is in the execution stage. There is a project activity to connectthe power of all new equipment to an existing facility,Point A, which requires a significant cable length. The construction team found that thepower could be connected to Point B and save money.What should the project manager do next?
A. Perform a cost-benefit analysis to evaluate using the Point B option. B. Add the issue to the change log and request additional budget through the changecontrol board (CCB). C. Seek a decision from the construction team after explaining the project budget andschedule constraint. D. Use the Point B option because it will save the project cost and time.
Answer: A
Explanation:
The Project Management Professional (PMP) guidelines emphasize the importance of a
cost-benefit analysis as a systemic approach to evaluate and compare the costs and
benefits of different project proposals. This process is crucial when considering changes
that can impact project costs and benefits. It involves determining all direct and indirect cost estimates, defining and calculating all tangible and intangible benefits, and using an
appropriate Cost Benefit Analysis (CBA) algorithm to analyze the cost and benefit
streams12. Additionally, the PMBOK Guide’s change management process outlines the
need for an impact analysis of change requests, which is a key component of the costbenefit
analysis, before presenting the change to the Change Control Board (CCB)3.
References:
Cost-Benefit Analysis: A Quick Guide with Examples and Templates1.
Benefit-Cost Ratio PMP® Exam Guide2.
PMBOK Guide Change Management Process For PMP Exam3.
Question # 32
A project lead is working on an agile project to build the team's vision, including thedecision-making process. It was decided that the team willvote on items, and if 90% of the team agrees on a decision, then it will be carried forward.At the very first technical design meeting, the teammakes a decision that the project lead strongly disagrees with.How should the project lead proceed?
A. Refuse to let the team proceed with the work based on their decision. B. Take the technical team lead aside and try to persuade them to change their vote. C. Note the reasons for the disagreement and let the team proceed. D. Set up a meeting with the project champion and ask them to intervene.
Answer: C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a
decision is made by a majority vote, as agreed upon by the team, the project lead should
note their disagreement and the reasons for it but allow the team to proceed with the
decision. This approach aligns with agile principles, which emphasize team collaboration
and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder
engagement and managing project teams2.
References:
The PMP Examination Content Outline, which provides a framework for the role of
the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and
project team management2.
Professional in Business Analysis Reference Materials, which support the use of
documentation to record project decisions and the rationale behind them3.
Question # 33
A project manager is working on a complex project with a high degree of change. Whatstrategy should the project manager use to ensure asuccessful project completion?
A. Update the project management plan to reduce the possibility of scope creep. B. Schedule a regular risk review with the project management team. C. Increase the active engagement and participation of key stakeholders. D. Create a project change roadmap to keep track of all unforeseen changes.
Answer: C
Explanation:
For a complex project with a high degree of change, increasing the active engagement and
participation of key stakeholders is crucial. This strategy ensures that stakeholders are
involved in the decision-making process, which can help in managing expectations, gaining
valuable insights, and fostering a sense of ownership among all parties involved. It also
aids in identifying potential risks and changes early on, allowing for a more adaptive and
responsive approach to project management.
References:
PMBOK® Guide – Sixth Edition.
The Standard for Business Analysis – PMI-PBA® Guide.
Project Management Institute’s resources on stakeholder engagement and
communication.
Question # 34
A project manager has just been hired by a company without a project managementgovernance structure. During the kick-off meeting, a key stakeholder emphasizes theimportance of the project meeting the company's strategy, investment, and compliancerequirements.What should the project manager do?
A. Replicate the organizational governance to the project governance. B. Put into place a project governance model in line with the requirements. C. Create an organizational project management governance. D. Ask the organization to create a project portfolio governance.
Answer: B
Explanation:
The project manager should establish a project governance model that aligns with the
company’s strategic, investment, and compliance requirements. This involves creating a
structure that provides oversight, decision-making processes, and performance
measurement to guide the project in accordance with the company’s objectives. It is
essential to tailor the governance model to the specific needs of the project while ensuring
it supports the organization’s broader governance framework1.
“Governance of Portfolios, Programs, and Projects: A Practice Guide” by PMI2.
Question # 35
Anew major road project is starting, and the contractor has contractually committed tosubmitting regular status reports and participating in integration meetings. Halfway throughthe project life cycle, the contractor stops participating in meetings and submitting reports,stating these items consume too much time.What should the project manager do first?
A. Assess the risk of the contractor not attending meetings and submitting reports for therest of the project and escalate it to the project sponsor. B. Submit a claim for not fulfilling the contract terms and handle the claim in accordancewith the alternative dispute resolution. C. Remind the contractor that they committed to attending meetings and submitting reportsper the contract. D. Speak with the company’s lawyer and request that they demand the contractor fulfilltheir contractual commitments.
Answer: C
Explanation:
The first step in addressing the contractor’s failure to comply with the contractual
commitments is to remind them of their obligations. This aligns with the best practices in
project management, which emphasize communication and problem-solving as initial steps before escalating the issue or seeking legal recourse. It’s important to address the issue
directly with the contractor to understand their perspective and to work towards a mutually
beneficial resolution. This approach is supported by the principles outlined in the PMBOK®
Guide, which advocate for proactive stakeholder engagement and communication
management as essential components of project management.
References:
PMBOK® Guide – Sixth Edition
PMP Examination Content Outline – June 20191
Professional in Business Analysis Reference Materials2
Question # 36
A project manager is managing the transition to operations. The project sponsor wants toensure that good support is provided to the end users.What should the project manager do?
A. Ensure that the user guide is detailed and has clear instructions. B. Ensure that comprehensive documentation is handed over. C. Ask the project team to provide operational support for 1 year. D. Ensure that knowledge is transferred to the operations team.
Answer: D
Explanation:
During the transition to operations, it is crucial for the project manager to facilitate the
transfer of knowledge to the operations team. This ensures that the team is well-equipped
to support the end users effectively. The knowledge transfer can include training sessions,
documentation, and hands-on support during the initial phase of operations. This approach
aligns with the best practices for project handoffs, which emphasize the importance of
preparing the operations team to handle the project deliverables independently1.
References:
“Project Handoffs – Transitioning a Project to Operations Support” from px3.tech1.
Discussions from ExamTopics on PMP topic 1 question 7082.
“How to Transition from Project to Operation” from ProjectSkillsMentor3.
Professional in Business Analysis Reference Materials from PMI4.
Question # 37
Some of the more experienced members of a project team have complained about theproject manager. The senior project team members feel that the project manager ismicromanaging 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.
Answer: 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 preferences 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. References: 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 # 38
An important national project is in (he execution phase. A time constraint activity must beconducted on-site by a specialist from another country. Due to travel restrictions, thespecialist cannot perform the activity on-site. The activity cannot be completed without thespecialist's expertise. The project team is actively seeking assistance in order to completethe job on time.What should the project manager do to help the project team?
A. Reschedule the project until the local travel restrictions are lifted. B. Schedule virtual sessions with the specialist to guide the team in completing the activity. C. Seek additional budget to train the project team on the required skill set. D. Refer to the organization's lessons learned repository and find an alternative solution.
Answer: B
Explanation:
In situations where a specialist’s on-site presence is impeded by travel restrictions,
leveraging virtual technology to facilitate the specialist’s guidance remotely aligns with the
PMBOK® Guide’s emphasis on project communications management. The PMBOK®
Guide acknowledges the importance of communication methods in project management,
which includes interactive, push, pull, and virtual communications. Virtual sessions are a
form of interactive communication that allows for two-way exchanges of information,
making it an effective alternative when face-to-face interactions are not possible. This
approach ensures that the project team can still benefit from the specialist’s expertise
without delay, adhering to the project’s time constraints and maintaining progress towards
its objectives.
References: = The PMBOK® Guide and the PMP Examination Content Outline provide
guidance on project communication methods and the use of technology to facilitate
communication when traditional methods are not feasible12. The Professional in Business
Analysis Reference Materials also support the use of various communication channels to
ensure project continuity3.
Question # 39
A project team is working on an agile software development project. The project manageris concerned that the virtual team may not be as effective as a colocated team atheadquarters.Which two actions should the project manager leverage to ensure the team is meetingperformance 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.
Answer: 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 # 40
A project charter has been approved and the project manager has been assigned to theproject. The project manager is currently working with the project team to subdivide theproject work packages.What is the project manager doing?
A. Network diagram B. Decomposition C. Work breakdown structure (WBS) D. Resource leveling
Answer: C
Explanation:
The project manager is engaging in the process of creating a Work Breakdown Structure
(WBS). This involves subdividing the project deliverables and project work into smaller,
more manageable components, known as work packages. The WBS is a deliverableoriented
hierarchical decomposition of the work to be executed by the project team, which
is essential for detailed project planning, assigning responsibilities, and tracking project
progress.
References:
PMBOK Guide – Sixth Edition and the Practice Standard for Work Breakdown
Structures – Third Edition1.
“Effective sizing and content definition of work packages” from the Project
Management Journal2.
"PMP Exam Tip: The Work Breakdown Structure (WBS)"3.
“Decomposition in Project Management - PM Vidya” which defines Decomposition
as a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts4.
Question # 41
During daily team standup meetings, team members constantly ask about which tasks theyshould focus on first. How should the projectmanager ensure the team is fully productive?
A. Review the project backlog during the team's standup meeting. B. Encourage project team members to prioritize the product backlog. C. Ensure team members are working according to the project plan. D. Work with the product owner to ensure the project backlog is prioritized.
Answer: D
Explanation: In agile project management, the product owner is responsible for the product backlog,
including its content, availability, and prioritization. The project manager (or Scrum Master
in Scrum terminology) should collaborate with the product owner to ensure that the backlog
is well-organized and prioritized according to the project’s needs. This helps team
members understand which tasks are of highest priority during the standup meetings, thus
enhancing productivity and focus.
References: Agile practices suggest that the product backlog should be a living document,
constantly refined and prioritized. This is supported by the Agile Manifesto’s principles,
which emphasize customer collaboration and responding to change over following a set
plan.
Question # 42
A company just started managing a project using an agile approach Due to this change, thegeneral manager is worried about the scope definition process for upcoming projects Whatshould the project manager do to ensure the project scope is completely defined?
A. Help sponsors and stakeholders craft the product vision, and bring the team and productowner together to clarify expectations B. Meet with the general manager and convince them to return to using predictiveapproaches to avoid any risk C. Ask for a budget increase to implement a double-check process to ensure everybusiness need is included in the requirements D. Ask the general manager to review every requirement to ensure an projects will deliverthe requested products
Answer: A
Explanation:
In an agile project management context, the scope is not fixed but is regularly reviewed
and adapted based on stakeholder feedback and project progress12. The project manager
should facilitate collaboration among sponsors, stakeholders, and the team to ensure a
shared understanding of the product vision and to clarify expectations3. This approach
aligns with the agile principle of welcoming changing requirements and focusing on
customer collaboration over contract negotiation1. References:
"What Is Agile Project Management? | A Comprehensive Guide"1.
"What is Scope Management in Agile Project Management - BVOP"2.
"Iron Triangle Project Management | Atlassian"3.
Question # 43
A member of the project team always extends discussion topics, taking more time thannecessary during project team meetings. Other team members feel this member is notbeing considerate of their time.What should the project manager do?
A. Explain to the team that open discussions are needed but remind the team to follow theground rules. B. Ask this member to only discuss the current topic to achieve team efficiency. C. Ask the team to accept the input from this particular member as their input may beuseful. D. Allow the self-organized team to discuss the situation among themselves and come to aresolution.
Answer: A
Explanation:
The project manager should foster an environment where open discussions are
encouraged, as they can lead to more comprehensive understanding and better decisionmaking.
However, it is also important to adhere to the ground rules to ensure that
discussions are efficient and considerate of everyone’s time. This approach is in line with
the PMBOK® Guide’s principles of stakeholder engagement and team management, which
emphasize the importance of balancing open communication with meeting
management1. It also aligns with the PMI Professional in Business Analysis (PMI-PBA)®
standards, which advocate for effective stakeholder engagement and collaboration2.
References:
PMBOK® Guide – Seventh Edition1
PMI Professional in Business Analysis (PMI-PBA)® reference materials2
Question # 44
A project manager is leading an innovation project that is facing a lot of risks due to a highlevel of uncertainty. What strategy should the projectmanager use to manage these risks using an agile approach?
A. Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project. B. Implement a scrum risk retrospective to analyze the risks at the end of the project. C. Assign an agile risk manager to better understand and track the project risks. D. Evaluate the risks constantly and reprioritize work as the project progresses.
Answer: D
Explanation:
In an agile project, risks are managed in a continuous and iterative manner, which involves
constantly evaluating risks and adapting the project backlog and priorities accordingly. This
approach is aligned with the agile principle of responding to change over following a plan,
as it allows for flexibility and quick adjustments based on the evolving nature of the project
and its associated risks.
References: = Agile methodologies emphasize the importance of continuous risk
evaluation and adaptation. The PMBOK Guide also supports this approach by recognizing
the need for iterative planning and response to risks. Agile practices such as daily stand- ups, sprint reviews, and retrospectives are designed to identify and assess risks regularly,
ensuring that the project can adapt to changes quickly and efficiently12.
Question # 45
An organization embarking on a significant transformation initiated a project to improve anddocument business processes. One of the objectives of the project is to implement agileproject delivery.What is the main reason for adopting agile?
A. Projects will be completed faster, saving time and money. B. Projects will deliver early and use value based on priority. C. Projects will be delivered with very low risk to the organization. D. Projects will be delivered with significant cost savings.
Answer: B
Explanation:
Agile project delivery is adopted primarily because it allows for early and incremental
delivery of value, which is prioritized based on customer and project needs. This approach
enables teams to deliver parts of the project as they are completed, allowing for early
benefits and the ability to adapt to changes quickly. Agile emphasizes customer
collaboration and responsive planning which is more conducive to delivering a product that
better meets user needs and has a higher value early in the process123.
References:
Agile project management and the PMBOK® guide1.
Agile and PMBOK® guide project management techniques2.
Tips for Adopting Agile Approaches3.
Question # 46
A project manager works in a matrix organization and is managing an internal softwaredevelopment project that is intended to reduce conflicts in the company's internal trackingsystem. During development, the project manager is informed that the software has toaccount for an unexpected change to government accounting requirements. Thedevelopment team was able to make the change with no additional cost; however, theproject manager notices that the testing costs are beginningto exceed the testing budget.What should the project manager do?
A. Update the basis of estimates and the cost management plan to track the additionalfunding required for testing. B. Ask the project sponsor to allocate funds from the contingency reserve to fund theadditional testing. C. Submit a change request to the cost baseline through the governance process to fundthe additional testing. D. Conduct a cost-benefit analysis to determine if the funds can be reallocated from thedevelopment team.
Answer: C
Explanation:
When unexpected changes occur that impact the project costs, such as government
accounting requirements leading to increased testing costs, the project manager should
submit a change request to the cost baseline. This is done through the governance
process, which involves documenting the change, analyzing its impact, and seeking
approval from the Change Control Board (CCB). This ensures that the project remains
aligned with its financial objectives while accommodating necessary changes12.
References:
PMBOK Guide’s Change Management Process1.
Exam PMP topic 1 question 656 discussion2.
Question # 47
A team member who is working on a critical project deliverable reported that their computeris not working. The IT department says that due to a high workload, they will notbe able to provide assistance for 1 week.How should the project manager address this situation?
A. Ask the team member to find an innovative solution or workaround to overcome theissue and avoid project delays. B. Schedule a meeting with the project sponsor to request a budget to buy or rent a newcomputer. C. Explore options with the IT department to expedite the necessary repairs based oncriticality of the project. D. Use project reserves to buy new equipment to avoid an impact to the critical path of theproject.
Answer: C
Explanation:
When faced with a situation where a team member’s computer is not functioning, and the
IT department is unable to provide immediate assistance, the project manager should
explore options with the IT department to expedite the repair process. This involves
negotiating and communicating the critical nature of the project deliverable that is at risk
due to the equipment failure. By emphasizing the importance of the deliverable and the
potential impact on the project’s critical path, the project manager can work with the IT
department to prioritize the repair work. This approach aligns with the principles of issue
management and resource optimization, ensuring that project resources are allocated
effectively to address critical issues and maintain project momentum.
References: PMBOK Guide and standards foundational documents; Professional in
Business Analysis (PMI-PBA) reference materials.
Question # 48
A project team is transitioning from a predictive to an agile approach. The project manageris trying to minimize the support issues that the product has had in production.One particular pain point is the transition to operations, where the issues usually arise.What should the project manager do to improve this scenario?
A. Increase the focus on backlog items that cover support requirements, as well as productmanuals and operation guides. B. Ask the support/operation team to participate in the daily standup meetings to contributeto the project's progress. C. Engage the operation teams in the retrospectives and demo sessions and incorporatetheir feedback on project activities. D. Foster stakeholder participation by engaging them early on the backlog discussions.
Answer: C
Explanation:
Transitioning from a predictive to an agile approach requires a cultural shift and an
organizational commitment1. Engaging operation teams in retrospectives and demo
sessions allows for direct feedback on the product, which can lead to improvements in the
transition to operations and minimize support issues2. This engagement is crucial as it
fosters a collaborative environment where operational insights can directly influence the development process, ensuring that the product is aligned with operational needs and
reducing the likelihood of issues post-deployment3. References:
Transitioning to agile - Project Management Institute1.
How to Handle Production Support When Using Scrum2.
Engaging Your Team to Greater Project Performance3.
Question # 49
A project manager is assigned to deliver a development project with subcontractedresources from a sister company. What should the project manager do to ensure a smoothinclusion of the new subcontracted resources?
A. Organize a team-bonding exercise with the subcontractors. B. Facilitate a working session to review the ground rules. C. Share the project team ground rules with the subcontractors. D. Schedule a formal meeting to cover the mission and vision.
Answer: C
Explanation: To ensure a smooth inclusion of new subcontracted resources, the project
manager should share the project team ground rules with the subcontractors. Here’s why:
1.Clear Expectations: Sharing the ground rules helps the subcontractors understand the
expectations and requirements of the project team. It provides clarity on how the team
operates, communicates, and collaborates.
2.Alignment: By sharing the ground rules, the subcontractors can align their work practices
with those of the existing team. This minimizes misunderstandings and ensures
consistency in project execution.
3.Avoid Conflicts: When everyone follows the same ground rules, it reduces the chances of
conflicts or friction due to differences in work styles or approaches.
4.Effective Collaboration: Ground rules cover aspects such as communication channels,
meeting schedules, reporting formats, and decision-making processes. When
subcontractors are aware of these rules, they can actively participate and contribute to the
project.
Question # 50
There is frequent conflict between two project team members working on a project. Thishas caused a negative impact on the project.How should the project manager handle this situation?
A. Counsel both team members and caution them with a final warning. B. Escalate the issue to the human resources (HR) manager before a larger problemdevelops. C. Help cultivate self-awareness between the two team members through emotionalintelligence (El). D. Relocate the two project team members into different project teams.
Answer: C
Explanation:
In situations of conflict, it is important for the project manager to address the issue
constructively. Cultivating self-awareness through emotional intelligence (EI) can help team
members understand their own emotions and those of others, which is crucial in resolving
conflicts. This approach aligns with the PMBOK guide’s recommendations on conflict
management, which suggest that problem-solving and collaboration are effective strategies
for dealing with team conflicts12. By fostering EI, the project manager can facilitate a more
harmonious work environment and mitigate the negative impact on the project. References:
= PMI’s resources on conflict management and resolution strategies1; PMBOK Guide’s
section on conflict resolution2.
Question # 51
A project is ending its fifth out of six iterations. During the iteration review, a customer addsa new regulatory feature that exceeds the capacity of the remaining iteration.What should the project lead do?
A. Register an issue and escalate it to the project sponsor. B. Invite the stakeholders to discuss a new prioritization. C. Estimate the management to replace the customer service manager. D. Increase the team capacity to finish the project on time.
Answer: B
Explanation:
When a new regulatory feature is introduced that exceeds the capacity of the remaining
iteration, it is essential to engage stakeholders in a discussion to reprioritize the work. This
aligns with agile principles, which emphasize collaboration, customer feedback, and
responding to change. The project lead should facilitate a meeting with stakeholders to
determine the most valuable features and adjust the scope of the final iteration accordingly.
This may involve deferring less critical features to a later release or finding other ways to
accommodate the new requirement within the project constraints.
References: = The PMBOK Guide supports this approach by advocating for stakeholder
engagement and collaboration to manage project changes effectively. Iteration reviews are
a critical time to reassess priorities and ensure that the project delivers the most value
within its constraints123.
Question # 52
A technician is scheduled to install internet service at the homes of three remote call centeragents who have different working schedules. Their functional managersarranged time off to allow time for installation and testing. The carrier sends an email to theproject manager stating that one appointment is delayed for 2 days.What does the project manager need to do now?
A. Inform the relevant stakeholders. B. Inform the project team only. C. Inform the product owner. D. Inform the project sponsor.
Answer: A
Explanation:
When a scheduled event affecting project timelines is delayed, it is crucial for the project
manager to communicate this change to all relevant stakeholders. This ensures that
everyone is aware of the delay and can adjust their schedules and expectations
accordingly. The PMP outlines the importance of clear communication with stakeholders as
part of project integration management and stakeholder engagement (PMBOK® Guide).
References:
Project Management Institute. (2021). A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
Project Management Institute. (2019). PMP Examination Content Outline. Project
Management Institute.
Question # 53
A project manager assigned to an education project needs to train a workforce inapplication development. The customer is responsible forproviding the training center, and the deadline to start the first training is in 2 weeks. Thecustomer calls to say that the center will not be availablein 2 weeks due to some unforeseen problems.What should the project manager do next?
A. Apply the terms and conditions of the contract with penalties. B. Issue a change request to reflect the anticipated date for training. C. Help the customer find an alternative location to start the training. D. Update the project schedule with the new date for training.
Answer: C
Explanation:
In situations where unforeseen problems prevent the planned execution of a project, the
project manager should focus on problem-solving and collaboration to keep the project on
track. According to the PMBOK® Guide, the project manager’s responsibilities include engaging with stakeholders to meet project requirements and creating customer
satisfaction1. The Professional in Business Analysis Reference Materials also emphasize
the importance of collaboration and stakeholder engagement to address issues and find
solutions2. Therefore, helping the customer find an alternative location aligns with the
project manager’s role in facilitating project success and maintaining stakeholder
Professional in Business Analysis Reference Materials, PMI2.
Question # 54
A vendor has manufactured a complex product. During a factory acceptance test, severaldeficiencies were identified. Product delivery is on thecritical path, and any delay would impact project completion.What should the project manager do?
A. Initiate regular conference calls with the vendor for status updates to keep this item infocus. B. Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site. C. Assess the schedule impact and evaluate the most feasible solution to keep the projecton track. D. Ship the package as is, complete carryover work on-site, and back charge the vendorfor the rework.
Answer: C
Explanation:
When a vendor delivers a product with deficiencies that is on the critical path, the project
manager should assess the schedule impact and evaluate the most feasible solution to
keep the project on track. This involves analyzing the potential disruptive impact on the
project’s schedule and considering how each change affected the critical path. The project
manager should calculate the duration of the impact and make informed decisions to
minimize the negative effects and maintain the project’s success1.
References:
The Critical Path Method with Example | PMP Notes2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3
Construction Schedule Time Impact Analysis: A Comprehensive Guide1
Question # 55
While finalizing project management plans, a customer provides the project manager with anew set of quality standards to which the final product must adhere. Whatshould the project manager do to ensure a smooth delivery of the product?
A. Involve the client in risk identification. B. Agree with the client on acceptance criteria. C. Involve the client in a performance gap analysis. D. Agree with the client on a new project charter.
Answer: B
Explanation:
When a customer introduces new quality standards during the finalization of project
management plans, it is essential to align the project’s deliverables with these new
standards to ensure customer satisfaction and project success. The project manager
should collaborate with the client to agree on acceptance criteria that reflect the new quality
standards. This agreement will guide the project team in adjusting their work processes
and outputs to meet these criteria, thereby ensuring that the final product adheres to the
customer’s requirements. Involving the client in this process also fosters a shared
understanding and commitment to the quality objectives, which is crucial for a smooth
delivery of the product.
References: The response is based on best practices in project quality management as
outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA)
reference materials, which emphasize the importance of stakeholder engagement and
agreement on project objectives and criteria for acceptance12.
Question # 56
A project manager is planning a project with multiple work packages. Each work packagehas its own defined scope, but funding will be at the project level.How should the project manager determine if the allocated resource budget is sufficient tocover the resource costs of the project?
A. Divide the allocated budget by the number of work packages and verify that each workpackage can be completed within the allocated budget. B. Estimate the costs at the work package level and add those costs to calculate the totalcost of the project and compare it to the allocated budget. C. Create a budget burndown and a scope burnup and then verify that the project scope iscompleted before the allocated budget is depleted. D. Fund each work package in the order of its importance and shift any remaining scopefrom nonfunded work packages to funded work packages.
Answer: B
Explanation:
To ensure that the allocated resource budget is sufficient to cover the resource costs of
the project, the project manager should estimate the costs at the work package level. This
involves determining the cost of resources required for each work package based on its
defined scope. Once the costs for all work packages are estimated, they should be
summed up to calculate the total cost of the project. This total cost can then be compared
to the allocated budget to determine if the budget is sufficient. This approach aligns with
the principles of cost management and budgeting in project management, where detailed
cost estimation and aggregation are essential for accurate budgeting.
References: The approach for estimating costs at the work package level and comparing
them to the allocated budget is consistent with best practices in project cost management
as outlined in the PMBOK® Guide and the PMI-PBA® reference materials123.
Question # 57
A project manager has been transferred to another country to work on a key project. Theproject manager successfully completed the planning phase and has started the executionphase, reporting good progress. During the last meeting with the project sponsor, theproject manager was told that some stakeholders have complained that the projectmanager's emails are very harsh.What should the project manager do to solve this situation?
A. Adjust the communications management plan to gain stakeholder trust. B. Change the communication mode from emails to meetings to reduce stakeholderscomplaints. C. Determine the level of influence of the stakeholders who are complaining. D. Explain 1c the sponsor that the communication model being used is from companyheadquarters.
Answer: A
Explanation:
When stakeholders perceive communication as harsh, it is essential for the project
manager to revisit and adjust the communications management plan. This adjustment
should aim to address the concerns of the stakeholders and rebuild trust. The plan should
be tailored to the stakeholders’ needs, ensuring that the communication style, frequency,
and methods align with their preferences and cultural expectations. This strategic approach
not only mitigates the risk of further misunderstandings but also fosters a positive
relationship with all stakeholders, which is crucial for the success of the
project2345. References:
Managing Communications Effectively and Efficiently | PMI1. Communications management plan - Lovepmp2.
Managing Project Stakeholder Communication - Project Management Institute3.
21 Stakeholder Communication Strategies for Effective Engagement4.
Tips to Adjust Stakeholder Communication Plan for Change - LinkedIn5.
Question # 58
A senior manager attends one of the project review meetings and expresses concern thatthe project will not meet the quality standards. What should the project manager do?
A. Estimate the backlog items to forecast quality. B. Ask the senior manager to approve the user acceptance testing (UAT) plan. C. Review the quality management plan with the senior manager. D. Inform the senior manager that there are approved quality standards.
Answer: C
Explanation:
When concerns about meeting quality standards arise, it is crucial for the project manager
to review the quality management plan with the senior manager. This allows both parties to
understand the quality objectives, standards, and procedures that are in place, and to
ensure that these align with the project’s goals. The PMBOK® Guide and best practices in project management emphasize the importance of regular quality assessments and the use
of quality audits to ensure that project activities comply with the defined quality
standards12. By reviewing the quality management plan, the project manager and senior
manager can collaboratively address any gaps or misunderstandings and take necessary
actions to meet the quality requirements.
References: =
PMI. (2002). Ensuring a quality project through the project review. Project
Management Institute1.
Montgomery, J. D. (2000). Quality assessment and improvement processes and
techniques. Project Management Institute2.
Question # 59
A project manager is part of a global project team and is in charge of managing the scopedefined by their country. There is a clear division regarding which pieces of the scope should be treated by global and local teams. During the last sprints, the projectmanager has been receiving requests that the global team should handle.What should the project manager do in this situation?
A. Reject the workload back to the global team. B. Assess the team's capacity to absorb the workload. C. Evaluate and understand the cause of the conflict. D. Escalate the situation to the project sponsor.
Answer: A
Explanation:
In a global project team, when requests outside the defined scope for a local team are
received, it is important for the project manager to evaluate and understand the cause of
the conflict. This involves analyzing why the requests are being directed to the local team
instead of the global team and determining if there is a misunderstanding or
miscommunication regarding the division of scope. By doing so, the project manager can
address the root cause of the issue and work towards a resolution that aligns with the
During the service procurement process for a strategic project, only one bidder submitted abid. The price of the offer is significantly large and the project sponsor is not convinced thatthe return on investment (ROI) can be achieved.How should the project manager address this issue?
A. Re-visit the project charter and seek other alternatives. B. Proceed and issue the purchase order as this project is important. C. Speak with the CEO and ask for their support to approve the offer. D. Analyze the bounds of negotiations for project agreements.
Answer: A
Explanation: The project manager should first revisit the project charter and assess if the
project goals and objectives can be met with other alternatives. This could include reevaluating
the project requirements, researching other suppliers and/or re-designing the
project in order to reduce the cost. If all other alternatives are exhausted, then the project
manager should seek approval from the project sponsor or the CEO to proceed with the
purchase order.
Question # 61
A project is behind schedule because of a delayed equipment installation. This is affectingmany other activities. The manager responsible for theequipment delivery notified the project manager that there is a capacity issue for the teamdoing the installation.What should the project manager have done to prevent this situation from happening?
A. Defined the skill requirements more clearly in the scope statement. B. Asked the manager to follow the agreed-upon resource management plan. C. Conducted periodic reviews with the manager on resource availability. D. Consulted with the installation team on a regular basis to check for conflicts.
Answer: C
Explanation:
The project manager should have conducted periodic reviews with the manager on
resource availability. This proactive approach would have allowed the project manager to
identify the capacity issue earlier and take measures to mitigate the risk of a delayed
equipment installation. Regular reviews can reveal potential conflicts or shortages in
resources, allowing for timely interventions such as securing additional resources or
adjusting the project schedule accordingly21. References: = Project Management
Professional (PMP) Certification, Professional in Business Analysis (PMI-PBA) Handbook.
Question # 62
By the end of the first sprint, a project lead notices that one of the team members is notperforming very well. Which form of communication should the project lead use to handlethe situation?
A. Informal written communication, such as a friendly reminder B. Formal written communication, such as an email with a copy sent to the manager C. Informal verbal communication, such as a conversation D. Formal verbal communication, such as a conversation at the end of the sprintretrospective
Answer: C
Explanation:
In Agile project management, especially during sprints, it is crucial to address performance
issues promptly and constructively. Informal verbal communication, such as a one-on-one
conversation, is often the most effective way to handle such situations. This approach
allows for immediate feedback and the opportunity to discuss any obstacles the team
member may be facing, as well as potential solutions. It also helps maintain a positive team
dynamic and prevents the issue from escalating12.
References:
“Project Management Sprints: Methods, Steps, Best Strategies” - KnowledgeHut1.
“What is a Sprint in Project Management: Complete Guide” - Teamhood2.
Question # 63
The team lead on a project has left the organization and management wants to promoteengineer A to this position. The project manager is confident that selecting engineer A willadd problems to the project and believes that engineer B would better fit this role. Theproject manager discussed all of the arguments with management but their decisionremains unchanged.What should the project manager do?
A. Help engineer A to become familiar with this new role and ensure engineer B staysmotivated. B. Promote engineer B instead since the project manager has the authority to make thisdecision. C. Request management approval that engineer B will be promoted if engineer A fails inthis role. D. Coach engineer B to be prepared to perform this role if and when engineer A fails.
Answer: A
Explanation:
The project manager should support the decision made by the management and assist
engineer A in transitioning into the new role. This includes providing the necessary training
and resources to ensure engineer A is successful. Additionally, it’s important to keep
engineer B motivated and engaged, as their contributions are still valuable to the project.
This approach aligns with the PMP objectives of promoting collaboration, supporting team
development, and maintaining a productive team environment.
References: = This answer is verified by the principles outlined in the PMBOK® Guide,
which emphasizes the importance of team development and management’s role in project
success1. Furthermore, the Professional in Business Analysis materials support the idea of
fostering team skills and maintaining team morale2.
Question # 64
A member of a testing team in an agile project works well with the project team. However,in the previous two iterations, this team member's performance was poor, and the teamhad difficulty meeting the iteration goals.How should the project manager handle this situation?
A. Inform the human resource (HR) department about the issue. B. Allow the project team to discuss the problem with this team member. C. Discuss the issue with the team member's functional manager. D. Speak to the team member regarding the need to improve performance.
Answer: B
Explanation:
In an agile project, teams are self-organizing and empowered to address issues internally.
Open communication and collaboration are key principles in agile methodologies. Allowing
the team to discuss the problem promotes understanding and helps find a collective
solution to improve performance. References: Agile practices encourage team-based
approaches to problem-solving and continuous improvement, which aligns with the
principles outlined in the Agile Manifesto and PMI’s Agile Practice Guide.
Question # 65
A project manager had to schedule additional planning sessions to add requirements froman international stakeholder. The stakeholder expressed concern about the product notmeeting the client's needs.Which factor should the project manager have considered when developing the product?
A. Stakeholder's location B. Responsibility matrix C. Stakeholder's needs D. Availability of resources
Answer: C
Explanation:
When developing a product, it is crucial for a project manager to consider the stakeholder’s
needs. This aligns with the principle that stakeholders’ needs and expectations are to be
met in order to manage a project successfully. The PMBOK® Guide emphasizes the
importance of identifying stakeholders and understanding their needs and expectations as
a part of the project management process. Stakeholders are individuals or groups who are
actively involved in the project or whose interests may be affected by the execution or
completion of the project. They can influence the project and its results. The concerns of
the international stakeholder about the product not meeting the client’s needs highlight the
necessity of integrating their needs into the planning and development process12.
References:
PMI’s "A Guide to the Project Management Body of Knowledge (PMBOK®
Guide)"1.
PMI’s “Stakeholder Analysis: Pivotal Practice to Project Success” article2.
Question # 66
A company has started developing a new product. During execution the project teamnotices that another competitor has launched a product withvery similar functionalities and a cheaper market price.What should have been done differently to avoid this scenario?
A. A minimum viable product (MVP) should have been released to get feedback from themarket. B. More backlog refinement meetings should have been scheduled. C. The Kanban method should have been utilized to optimize the work in progress (WIP). D. An iterative life cycle approach should have been adopted.
Answer: A
Explanation: Releasing a minimum viable product (MVP) is a strategy used to quickly get
a new product or service version with enough features to satisfy early adopters. The final,
complete set of features is only designed and developed after considering feedback from
the product’s initial users. This concept is part of the agile methodologies that emphasize
the value of early and continuous delivery of valuable software and align with the principles
of iterative development and customer collaboration. It is a way to validate the market
demand for the product and adjust the product direction early in the development process
to avoid the risk of being outpaced by competitors. References: The information provided
aligns with the agile practices and principles outlined in the PMI’s foundational standards
and guides, such as the PMBOK® Guide and the Agile Practice Guide, which are part of
the PMP reference materials12. Additionally, the Professional in Business Analysis
Reference Materials also support the importance of early stakeholder engagement and
iterative development for successful product outcomes3.
Question # 67
During project implementation, one team finds out that a key project deliverable was notbudgeted. What should the project manager do first?
A. Escalate the issue to the project sponsor for resolution. B. Meet with the team to discuss alternatives. C. Hold the team accountable and ask for an immediate solution. D. Remove the deliverable from the project scope.
Answer: B
Explanation:
When a key project deliverable is discovered to be unbudgeted, the project manager
should first meet with the team to discuss alternatives. This collaborative approach is
recommended as it involves the team in problem-solving and may lead to innovative
solutions that the project manager alone might not consider. It is also aligned with the principles of the PMBOK® Guide, which emphasizes engaging with the team and
stakeholders to address project challenges.
References: The answer is verified by discussions found in PMP exam-related forums and
aligns with the principles outlined in the PMBOK® Guide and the Professional in Business
Analysis Reference Materials12
Question # 68
In a financial company, a strategic project has been planned to use a predictive approach.During project planning, the product leader requeststhat milestones be submitted for review. There is a defined scope and an establisheddeadline to conclude the project.What should the project manager do first to meet the product leader's expectations?
A. Change the project charter to indicate that the approach will be different. B. Inform the product leader that they must wait until the end of the project. C. Meet with the software team to review the possibility of monthly milestone reviews. D. Modify the project management plan to use an agile framework to incorporatemilestones.
Answer: C
Explanation:
In a predictive project approach, milestones are crucial for monitoring progress and
ensuring alignment with the project’s defined scope and established deadlines. The project
manager should first meet with the software team to discuss the feasibility of incorporating
monthly milestone reviews as requested by the product leader. This action aligns with the
principles of effective communication and stakeholder engagement, which are essential in
managing expectations and ensuring project success. By reviewing the possibility of
monthly milestones, the project manager can facilitate a clear understanding of the
project’s progress and make necessary adjustments to meet the product leader’s
expectations and the project’s objectives.
References: = The importance of milestones in project management and the need for
regular reviews to ensure project alignment with scope and deadlines are well-documented
in the PMBOK® Guide and PMP resources12. Additionally, the Professional in Business
Analysis materials emphasize the significance of stakeholder communication and
engagement in project success34.
Question # 69
A primary stakeholder is unable to join the project status meetings consistently. The projectmanager has been communicating with this stakeholder informally and regularly to ensure that the stakeholder is up to date on the project. However. the project managerhas recently resigned and will not be meeting with the new project manager prior todeparture.How should the project manager ensure that the new project manager continues to updatethis particular stakeholder?
A. Update the communications management plan with specific information on stakeholderengagement. B. Update the stakeholder engagement plan with the specific communication needs for thestakeholder. C. Ensure that the project team has been provided guidance on the specific needs of thisstakeholder. D. Ensure that the project documents contain specific instructions regarding thestakeholder.
Answer: B
Explanation:
The stakeholder engagement plan is a component of the project management plan that
outlines strategies and actions to promote productive involvement of stakeholders in
decision making and project execution. It is essential to update this plan with the specific
communication needs of the stakeholder who cannot attend the project status meetings
consistently. This ensures that the new project manager is aware of and can continue the
established communication protocol with the stakeholder.
References: = Engaging Stakeholders for Project Success - Project Management
Institute1, Stakeholder Engagement Assessment Matrix: Uses & Example [PMP®-
relevant]2, Stakeholder engagement plan - Lovepmp3, Manage Stakeholder Engagement |
Project Management Professional (PMP)4, Plan Stakeholder Engagement | Project
Management Professional (PMP)5.
Question # 70
A project is about to start with a global project team. Travel is not a viable option for projectteam members, so most will participate virtually.What should the project manager do to engage the team?
A. Have one-on-one meetings with team members to improve communication. B. Ask human resources (HR) for team-building recommendations. C. Schedule weekly team meetings to encourage collaboration. D. Invest in a virtual collaboration/colocation environment.
Answer: D
Explanation: The best approach for a project manager to engage a global project team, especially when
travel is not an option, is to invest in a virtual collaboration/colocation environment. This
allows for real-time communication, collaboration, and the building of team dynamics in a
virtual space. It supports the creation of a shared workspace where documents, tools, and
information can be accessed and worked on collaboratively, thus fostering a sense of team
unity and improving productivity.
References: = The PMP Examination Content Outline1 and the PMBOK Guide2 both
emphasize the importance of using technology to enhance project communication and
collaboration. The Professional in Business Analysis Reference Materials also support the
use of virtual environments to manage project teams effectively3.
Question # 71
During a project, the project manager finds an opportunity to reduce the project cost bycompleting a deliverable ahead of schedule with a minimalimpact on project resources. However, the client has only been focused on the nextmilestone.How should the project manager approach this situation?
A. Apply additional resources to realize the early deliverable and ensure the next milestoneis achieved. B. Focus on the deliverable of the next project milestone as per the client's strictinstructions. C. Review the change management plan to discuss early benefits realization with theclient. D. Evaluate whether the client's request will add extra features to the project deliverable.
Answer: C
Explanation:
In this scenario, the project manager should review the change management plan to
discuss the potential early benefits realization with the client. This involves evaluating the
impact of the change, considering the client’s focus on the next milestone, and discussing
how the early completion of a deliverable could bring value to the project without
significantly affecting resources. The goal is to align the project’s progress with the client’s expectations and the project’s objectives, ensuring that any changes are beneficial and
agreed upon by all stakeholders.
References: The answer is based on the principles of engaging stakeholders and
managing changes effectively as per the PMP and PMI-PBA guidelines1234.
Question # 72
During a kick-off meeting, the project manager notices that one of the stakeholdersresponsible for providing key information to the team has alow level of participation. This stakeholder believes that there will be no benefit fromimplementing the project. The project manager realizes thatthis could be a high risk for the project.Which action should the project manager take?
A. Facilitate a supportive level of engagement for this stakeholder. B. Ask the project sponsor for advice as it might be possible to work with anotherstakeholder. C. Perform a qualitative risk analysis using a probability and impact matrix. D. Ensure the key information is accurate and monitor the situation as the projectprogresses.
Answer: A
Explanation:
The Project Management Professional (PMP)® Guide emphasizes the importance of
stakeholder engagement and the need for project managers to ensure supportive
involvement from all stakeholders. When a stakeholder exhibits low participation and
believes the project will not yield benefits, it is crucial to address their concerns and work
towards increasing their engagement level. This can be achieved by involving them in the
planning, design, and evaluation stages, soliciting their feedback, and acknowledging their
contributions and value. By doing so, the project manager can build trust and rapport,
which are essential for the success of the project12.
References:
Project Management Institute. (n.d.). A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) – Sixth Edition.
LinkedIn. (n.d.)How to Manage Stakeholders with Low Power in a Program
Question # 73
A project sponsor insists that the project scope for a new product launch should include twogeographical locations. However, after the project scoping session was done, a projectcharter was completed and approved with one location only.What should the project manager do?
A. Ask the sponsor to increase the budget and schedule of the project to accommodate theadditional scope. B. Encourage the sponsor to start another project for the additional location so that thecurrent project is not impacted. C. Assess the impact to the scope and submit a change request for approval of the twolocations before including them in the scope of the project. D. Discuss with the sponsor that the project scope is approved and it is not possible toinclude two locations as it will affect the budget.
Answer: C
Explanation:
In this scenario, the project manager should assess the impact of including an additional
geographical location in the project scope. This involves conducting a change impact
analysis to understand how the change will affect the project’s objectives, timeline, budget,
and resources. Once the impact is assessed, the project manager should submit a change
request for the inclusion of the two locations. The change request will be reviewed and
approved by the project governance body, such as the project board or change control
board, as part of the integrated change control process. This ensures that any scope
changes are formally documented, evaluated, and approved before being implemented.
References: PMBOK® Guide – Sixth Edition, Section 4.3 Direct and Manage Project Work;
A team needs to implement a mandatory compliance regulation in a product, which isrequired for its release. While nearing the product release, when completeness wasbeing verified, it was found that the compliance part was not implemented in the project.What should the project manager do next?
A. Get an exception approval from the legal team. B. Request the team to implement the compliance. C. Ask the stakeholder to descope the compliance. D. Obtain approval from management and release.
Answer: B
Explanation: When a mandatory compliance regulation is not implemented in a project,
the project manager should take immediate action to ensure that the team implements the
required compliance. This is crucial because compliance regulations are often nonnegotiable
and are required for legal and operational reasons. Implementing the
compliance will likely impact the project schedule and budget, but it is necessary to meet
the mandatory requirements before the product can be released.
References: = The PMBOK® Guide highlights the importance of adhering to compliance
requirements and the project manager’s responsibility to ensure that the project meets
these requirements12. Additionally, the guide discusses the need for project managers to
be proactive in managing compliance and the potential consequences of noncompliance34.
Question # 75
A project manager is part of a balanced matrix project organization. The project managerwill receive all work performance updates directly from the new sourcingdepartment head who has no time to spare to give the project manager the information.What should the project manager do?
A. Request information directly from the sourcing department team members. B. Present the situation to the manager of the sourcing department head. C. Discuss the situation with the company project sponsor for advice. D. Work out a resolution in consultation with the sourcing department head.
Answer: D
Explanation:
In a balanced matrix organization, the project manager and the functional managers (such
as the sourcing department head) share responsibility and authority. The project manager
should work directly with the sourcing department head to find a solution that allows for the
necessary information to be communicated in a way that fits within the constraints of the
department head’s time. This collaborative approach is consistent with the principles of a
balanced matrix organization, where both project and functional managers must work
together to ensure project success.
References: = This approach aligns with the PMBOK® Guide’s emphasis on the project
manager’s role in communication and stakeholder engagement within a matrix organization12. It also reflects the project manager’s responsibilities to manage project
communications effectively and to address issues proactively34.
Question # 76
A project manager assigned team members to work in pairs on a large amount of technicalreports. At times, the project manager noticed that important information was notshared properly among the team. This has caused delivery delays and, ultimately, thefailure to complete the project.What is the root cause of this issue?
A. Lack of team member training on documentation planning B. Improper assignment of tasks to team member pairings C. Incorrect communication techniques applied during implementation D. Team cohesiveness was lost because team members worked in pairs
Answer: C
Explanation: The root cause of the issue is related to communication techniques. When important
information is not shared properly among team members, it often points to a breakdown in
communication methods rather than the structure of the team or their training. Effective
communication is crucial in project management to ensure that all team members are
aligned and aware of the project’s requirements and progress. The pairing of team
members is not inherently detrimental to team cohesiveness or the sharing of information,
but the way in which communication is handled within these pairings can be. If the
communication techniques are not correctly applied, it can lead to misunderstandings,
misalignment, and information silos, which ultimately result in delivery delays and project
failure.
References: Professional in Business Analysis Reference Materials source and
documents
Question # 77
A project manager is in a cross-functional agile team. The project manager has beenassigned a software project with multiple features that willtake the team about a year to complete. The CEO is insisting that the solution needs tomeet business goals for the year end, which is due in 6 months.What should the project manager do to align stakeholders’ needs and expectations?
A. Work with the stakeholders to create a prioritized backlog and release a roadmap. B. Modify the requirements to those that can be completed in 6 months. C. Implement fast-tracking and crashing activities to complete the project in 6 months. D. Include all stakeholders in daily scrum meetings to keep them informed.
Answer: A
Explanation:
In an agile project management context, especially when time constraints are present, it is
crucial to align stakeholders’ needs and expectations with the project’s deliverables. The
project manager should work collaboratively with stakeholders to create a prioritized
backlog and release a roadmap. This approach ensures that the most critical features are
developed first and that there is a clear plan for delivering value incrementally. It allows for
flexibility in responding to changes and ensures that the project delivers the most
significant value within the given time frame. This strategy is supported by agile principles,
which emphasize customer collaboration and responding to change12.
References: (Optimize alignment between stakeholder needs, expectations, and project
objectives - LearnTheContent1; Stakeholder Analysis: Pivotal Practice to Project Success |
PMI3; How to Align Stakeholder Expectations with Project Goals - LinkedIn2)
Question # 78
A critical project milestone was missed because one of the team members did notcomplete their tasks on time. This resulted in a heated discussion during a demonstrationfor the end users.What should the project manager do next?
A. Discuss the issue with the team member in a one-on-one meeting. B. Ask the team member to justify the delay during a team meeting. C. Review the human resources (HR) policies for relevant corrective actions. D. Escalate the performance issue to the team member's functional manager.
Answer: A
Explanation:
When a project milestone is missed due to a team member not completing their tasks on
time, it is important for the project manager to address the issue directly with the individual
involved. A one-on-one meeting allows for a private discussion where the project manager
can understand the reasons behind the delay, provide feedback, and work with the team
member to develop a plan to prevent future issues. This approach is aligned with the best
practices for project human resource management, which emphasize the importance of
clear communication and problem-solving within the project team.
References: = The PMP Examination Content Outline1 and the PMBOK Guide2 highlight
the importance of project communication and human resource management. The
Professional in Business Analysis Reference Materials also suggest direct engagement
with team members to address project challenges3.
Question # 79
A project manager is leading a project that is in the execution phase. Due to a companyreorganization, some key project team members are likely to leave the project.What should the project manager do next?
A. Discuss this issue with the affected team members and support them during thetransition. B. Start looking for replacements as soon as possible to help prevent any scheduleslippage. C. Engage with the project sponsor to ensure that this change does not affect the projectexecution. D. Determine the impact to the project and implement mitigations per the projectmanagement plan.
Answer: D
Explanation:
When facing the potential departure of key project team members, a project manager
should first evaluate the situation’s impact on the project’s scope, schedule, cost, and
quality. The next step is to refer to the project management plan, which should include a
risk management plan with predefined mitigation strategies for such scenarios.
Implementing these mitigations will help to manage the changes effectively and keep the
project on track.
References: The response is based on general project management principles as outlined
in the PMBOK Guide and the standard practices of risk and change management that are
part of the PMP’s body of knowledge.
Question # 80
An agile team has been assigned to a project that mandates the implementation ofchanges to key government products. The team has been given 6 months to fulfill thismandate.What should the team lead do next?
A. Create all of the stories just for the next sprint and skip the epics until the next sprint. B. Create the epics at a high level for the requirements and begin grooming sessions. C. Create the project charter and statement of work (SOW) to estimate the changes andthe scope of the change. D. Create all of the stories needed to fulfill this change, document them in the backlog, andprioritize them according to business value.
Answer: B
Explanation:
An agile team should create the epics at a high level for the requirements and begin
grooming sessions as the next step after being assigned to a project that mandates the
implementation of changes to key government products. This is because epics are large
bodies of work that can be broken down into smaller and more manageable user stories.
By creating the epics at a high level, the team can capture the overall scope and vision of
the project and align it with the customer’s needs and expectations. The team can also
start grooming sessions, which are meetings where the team reviews, refines, and
prioritizes the backlog of user stories. Grooming sessions help the team to clarify the
requirements, estimate the effort, identify the dependencies, and plan the sprints. By
creating the epics and grooming the backlog, the team can ensure that they deliver value to
the customer in an iterative and incremental manner.
The other options are not the best next steps for the agile team. Creating all of the stories
just for the next sprint and skipping the epics until the next sprint would be too short-sighted
and risky, as the team would not have a clear understanding of the big picture and the long-term goals of the project. Creating the project charter and statement of work (SOW) to
estimate the changes and the scope of the change would be too rigid and formal, as the
team would not be able to adapt to the changing requirements and feedback from the
customer. Creating all of the stories needed to fulfill this change, documenting them in the
backlog, and prioritizing them according to business value would be too time-consuming
and overwhelming, as the team would have to deal with a large number of stories without a
proper structure and hierarchy. References: Project Management Professional (PMP)®
Atlassian, Themes, Epics, Stories, and Tasks | Wrike Agile Guide, Understanding Epics in
Agile for Managing and Chunking Work Items
Question # 81
A senior vice president requested the creation of more agile teams to run projects ofvarying lengths and complexities in parallel with each other.This will impact the amount of time the project managers will be able to dedicate to eachproject. The project managers typically dedicate 50% oftheir time to projects regardless of their complexity.What should the project manager do as a servant leader to help achieve thistransformation?
A. Review the organizational process assets (OPAs) to evaluate mitigation plans for similarrisks. B. Create a risk entry regarding the project manager's capacity and develop a mitigationplan. C. Empower the team to develop the necessary skills to move the project forwardindependently. D. Issue a change request to hire additional project managers based on the increasedworkload.
Answer: C
Explanation: In the context of agile transformation, the role of a project manager as a
servant leader is to facilitate the development of self-organizing teams that can move
projects forward independently. This approach aligns with the principles of Agile project
management, which emphasize the empowerment of team members to make decisions and take ownership of tasks. By enabling the team to develop the necessary skills, the
project manager ensures that the team can adapt to the changing demands of multiple
projects and maintain progress without the need for constant oversight. This empowerment
also fosters a collaborative environment where team members can contribute their
strengths and learn from each other, further enhancing the team’s ability to handle complex
projects. References: (Professional in Business Analysis Reference Materials source and
documents)123.
Question # 82
In the initiating phase of a project, the project manager and team members are prioritizingthe product backlog along with the product owner. What should the projectmanager do next?
A. Produce a value-added product for the customer as continuously as possible. B. Produce a value-added product for the customer in the beginning of the project. C. Produce a value-added product along with the supporting documentation. D. Produce a value-added product for the customer in each phase of the project.
Answer: D
Explanation:
In the context of Agile project management, which is often associated with PMP and PMI’ standards, the focus is on delivering value to the customer incrementally throughout the
project lifecycle. This approach aligns with the Agile principle of delivering working software
frequently, from a couple of weeks to a couple of months, with a preference to the shorter
timescale. Therefore, after prioritizing the product backlog, the project manager should aim
to produce a value-added product for the customer in each phase of the project, ensuring
continuous delivery of value.
References: The answer is verified based on the principles outlined in the Agile Practice
Guide provided by PMI, which complements the PMBOK® Guide. Additionally, the
Professional in Business Analysis (PMI-PBA)® reference materials emphasize the
importance of continuously meeting customer needs and delivering value throughout the
project lifecycle.
Question # 83
A project manager is developing the stakeholder register and is having troubleunderstanding the motivation of some of the stakeholders. What should the projectmanagerdo to get this information?
A. Organize a one-on-one conversation with each stakeholder. B. Request stakeholders articulate their motivations at the kick-off meeting. C. Email project objectives to all stakeholders and ask for endorsement. D. Identify each stakeholder's motivations from the business case.
Answer: A
Explanation:
Understanding stakeholder motivations is a critical aspect of stakeholder analysis and
engagement. One-on-one conversations are an effective method for gaining deep insights
into individual stakeholder concerns, interests, and motivations. This approach allows for a
more personal and detailed understanding that might not be possible in group settings or
through indirect communication methods. It also provides an opportunity to build trust and
rapport, which can be beneficial throughout the project. This recommendation aligns with
the guidance provided in the PMBOK® Guide and the Professional in Business Analysis
(PMI-PBA) reference materials, which suggest direct engagement with stakeholders to
understand their needs and expectations12.
References: The answer is informed by the principles of stakeholder engagement as
described in the PMBOK® Guide and supported by best practices in business analysis
stakeholder motivation techniques12.
Question # 84
A project manager is working on a unique project that is dissimilar to the project nature ofthe organization. The project manager is tailoring the artifacts for this new project.Who should determine which artifacts should be used in the project?
A. The project sponsor should select the project artifacts that the project manager andproject management team should use in the project. B. The project manager and project management team should use the standard projectartifacts from the database. C. The project stakeholders should meet and determine the project artifacts to be used bythe project manager and the project management team. D. The project manager and the project management team should select the appropriateartifacts for use in the specific project.
Answer: D
Explanation: Tailoring project artifacts is a critical process in project management,
particularly when dealing with unique projects that differ from an organization’s usual
operations. The PMBOK Guide emphasizes that artifacts should be tailored according to
the nature and characteristics of the project, taking into account the applicable
development approach, whether it’s predictive, Agile, or hybrid1234. This tailoring process
involves the project manager and the project management team selecting the appropriate
artifacts that best support the project’s delivery approach, deliverables, and organizational
environment4. It is their responsibility to determine which artifacts are necessary and
relevant for the specific project at hand, ensuring that the project’s documentation aligns
with its unique requirements and goals1234.
References:
PM Study Circle: “A Guide to Project Management Artifacts: PMP Exam 2024
Tips” 1
PM Study Circle: “What are Project Artifacts? Definition, Meaning, and Example” 2
A company that uses a predictive approach and operates in a highly regulated market islosing profitability because its product life cycle is taking longer than those of itscompetitors. A new project manager has been hired to change this scenario.What approach should the project manager propose?
A. Change to an agile model, focusing primarily on the incremental life cycle, leaving theiterative approach as a next step. B. Maintain a predictive approach, but increase the focus on better planning and tracking toanticipate problems and avoid delays. C. Migrate to an agile model, focusing primarily on an iterative approach, leaving theincremental life cycle as a next step. D. Propose a hybrid approach, leveraging the benefits of an agile approach whilerespecting some aspects of the company’s industry.
Answer: D
Explanation:
In a highly regulated market, where compliance and predictability are paramount, a hybrid
approach offers the flexibility of agile methodologies while still adhering to the necessary
regulatory standards. This approach allows the company to become more responsive to
market changes and customer needs without completely abandoning the structured
processes that are crucial in a regulated environment. By integrating the planning and
documentation strengths of a predictive approach with the adaptability and speed of agile
practices, a hybrid model can help shorten the product life cycle and improve profitability.
References: = The benefits of a hybrid approach in a regulated industry are supported by
research which indicates that such methods can deliver similar results to traditional or agile
approaches on schedule, budget, and scope delivery, and often outperform traditional
approaches on client satisfaction1. Additionally, transitioning to a hybrid model can be less
challenging than a direct shift to a fully agile model, making it a strategic choice for
companies looking to evolve their project management practices23.
Question # 86
A project manager meets with the development team to estimate the time required tocomplete a software application. The software developers are new to the company, andthey have never developed a similar application.Which estimation technique should the project manager recommend?
A. Planning poker B. Parametric estimating C. Three-point estimating D. Analogous estimating
Answer: C
Explanation:
Three-point estimating is a technique that can be particularly useful when there is
uncertainty about the individual task estimates. It involves the development team providing
optimistic, pessimistic, and most likely estimates for each task, which can then be used to
calculate an expected duration for the entire project. This method is beneficial when the team lacks experience with similar projects, as it allows for a range of possible outcomes to
be considered, which can lead to a more realistic and reliable estimate123.
Software Development Estimation: A Quick Guide - ProjectManager2
Five keys to estimating - Project Management Institute3
Question # 87
An agile team is required to address a technical, complex requirement that has no visualdeliverable to show the customer. What guidance should the product manager provide toimprove the requirement development?
A. Discuss this with the team and reprioritize the backlog to deliver maximum value byincluding a portion of the complex work. B. Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project. C. Allow the team to focus and complete the complex work because it will reduce the risk offinding issues later in the project. D. Inform the customer that there will not be any deliverable due to the complexity involvedin the requirement.
Answer: C
Explanation:
For an agile team facing a technical, complex requirement with no visual deliverable, it is
important to focus on completing the work to mitigate risks associated with the complexity.
This approach aligns with agile principles, which prioritize working software over
comprehensive documentation. By allowing the team to concentrate on the complex work,
they can ensure that the technical aspects are addressed properly, reducing the likelihood
of issues arising later in the project. This strategy is supported by agile methodologies that
emphasize continuous attention to technical excellence1.
References:
Agile project management with formal requirements and test case management -
PMI1
Agile Practice Guide - Project Management Institute2
An agile team is required to address a technical, complex requirement that has no visualdeliverable to show the customer. What guidance should the product manager provide toimprove the requirement development?
A. Discuss this with the team and reprioritize the backlog to deliver maximum value byincluding a portion of the complex work. B. Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project. C. Allow the team to focus and complete the complex work because it will reduce the risk offinding issues later in the project. D. Inform the customer that there will not be any deliverable due to the complexity involvedin the requirement.
Answer: C
Explanation:
For an agile team facing a technical, complex requirement with no visual deliverable, it is
important to focus on completing the work to mitigate risks associated with the complexity.
This approach aligns with agile principles, which prioritize working software over
comprehensive documentation. By allowing the team to concentrate on the complex work,
they can ensure that the technical aspects are addressed properly, reducing the likelihood
of issues arising later in the project. This strategy is supported by agile methodologies that
emphasize continuous attention to technical excellence1.
References:
Agile project management with formal requirements and test case management -
PMI1
Agile Practice Guide - Project Management Institute2
A highly critical project is in jeopardy due to missing professional resources. What shouldthe newly assigned project manager do first?
A. Find available professionals within the organization to fill the gaps. B. Allocate funding for seeking external professionals to fill the gaps. C. Determine the possibility for team members to split up the required tasks. D. Request additional budget for team training for the missing expertise.
Answer: C
Explanation: According to the PMP objectives and content, the first course of action
should be to assess the current resources and determine if the existing team members can
take on additional tasks or responsibilities. This aligns with the principle of optimizing
resource allocation and ensuring that the team is effectively utilized before seeking
additional resources or funding1.
References:
PMP Examination Content Outline - June 20191.
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)2.
Professional in Business Analysis Reference Materials3.
Question # 90
A global program is being kicked off, and various distributed teams are involved indelivering the initiative. Besides planning and executing the scope for the initiative, teaminteractions must be considered.How should the project teams interact in their meetings?
A. Phone conversations B. Video conferencing C. Encrypted emails D. Chat conversations
Answer: B
Explanation:
When managing a global program with distributed teams, videoconferencing is the most
effective means of team interaction. It allows for visual communication, real-time
collaboration, enhanced engagement, and relationship building. Videoconferencing enables
team members to see each other, which is crucial for non-verbal communication cues such
as facial expressions and body language. This enhances understanding and rapport
among team members. Real-time collaboration is facilitated, allowing for discussions,
screen sharing, and document collaboration simultaneously. Engagement is maintained by
creating a sense of presence and connection, reducing distractions, and encouraging active participation. Building relationships is also vital, especially when working with
distributed teams, as it helps mitigate challenges of cultural differences and time zone
variations.
References: (PMI-PMP: How should the project teams interact in their meetings? -
PUPUWEB1)
Question # 91
A project is in the execution phase. The client was actively involved in the early stages buthas been less engaged lately. A number of changes to the requirements haverecently been requested.What should the project manager do next?
A. Reject the changes and stay the original course as initially agreed with the client. B. Review the changes and make the decision based on the project team'srecommendations. C. Discuss the changes with the client and jointly make the decision on how to proceed. D. Review the risk register to see if mitigations have already been outlined for this scenario.
Answer: C
Explanation:
In the context of project management, particularly when a project is in the execution phase and the client’s engagement levels have changed, it is crucial to maintain open
communication and collaboration. Discussing the requested changes with the client
ensures that their needs are understood and considered. This collaborative approach
aligns with the PMBOK® Guide’s emphasis on stakeholder engagement as a key aspect of
project management. It is important to involve stakeholders, especially clients, in decisions
that affect the project scope and outcomes. By jointly reviewing the changes, the project
manager can work with the client to assess the impact on the project’s objectives, timeline,
and budget, and make informed decisions that align with the project’s goals and the client’s
expectations.
References: The approach of discussing changes with the client is supported by the
PMBOK® Guide, which outlines the importance of stakeholder engagement and
collaboration in project management1. Additionally, the Professional in Business Analysis
Reference Materials emphasize the role of business analysis in understanding stakeholder
needs and facilitating effective communication between stakeholders and the project
team2.
Question # 92
A project manager leads a project that implements a new process throughout theorganization. The rollout is done in stages and the project manager planned ademonstration for the pilot business units. A manager from a business unit that isscheduled 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.
Answer: 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.
References: = PMBOK® Guide1; PMP Examination Content Outline2; Professional in
Business Analysis Reference Materials3.
Question # 93
A project to build a new energy plant was just completed. However, a few days beforeoperation of the plant, the local community protested and closed access to the plant. Theyargue that an important natural reserve was impacted and prior consultation was not doneby the project team.What should the project manager verify first?
A. Stakeholder engagement plan B. Risk management plan C. Business case D. Cost-benefit analysis
Answer: A
Explanation:
The stakeholder engagement plan is crucial in managing the expectations and
involvement of stakeholders in a project. It outlines strategies and actions to promote
productive involvement of stakeholders in decision making and project execution. In the
scenario provided, the local community’s protest indicates a potential oversight in
stakeholder management, particularly in engaging and consulting with the local community
which is a key stakeholder group. The project manager should verify the stakeholder
engagement plan to ensure that all necessary consultations and engagements were
planned and executed as per the project’s requirements.
References: = The importance of the stakeholder engagement plan is supported by various
sources within the PMP and business analysis reference materials, which emphasize its
role in project success and stakeholder satisfaction1234.
Question # 94
A project manager is assigned to a major construction project. The project is critical to thecity's population, and especially to the local governmentofficial who committed to delivering the project on time as an election promise. A newproject sponsor has been assigned and wants to includeaspects that the previous project sponsor did not support.What should the project manager do next?
A. Meet with the new project sponsor to review the current project scope and the requestedchanges. B. Rebaseline the project as there is now a new project sponsor, which is presenting anopportunity to review and recalibrate the project objectives. C. Invite the project sponsor to a briefing with the project team to demonstrate progressand seek further support to meet project-committed deliverables. D. Inform the new project sponsor that the new aspects will not be included in this project.
Answer: A
Explanation:
When a new project sponsor is assigned, it is crucial for the project manager to engage
with them to review the current project scope and discuss any requested changes. This
ensures alignment on the project’s objectives and deliverables. The PMBOK Guide
emphasizes the importance of communication and stakeholder engagement in project
management. Meeting with the new sponsor allows for a collaborative approach to integrate their vision while maintaining the project’s commitments and constraints12.
References:
Project Communications Management According to the PMBOK3
The PMBOK’s Project Scope Management Knowledge Area4
A project team consisting of various professionals of different nationalities is struggling toachieve their project deliverables. What should theproject manager do?
A. Provide the team with support to solve their own problems. B. Inform the project sponsor and train the entire team. C. Ask the human resources (HR) department to conduct performance training. D. Ask the functional department manager to replace the team members.
Answer: A
Explanation:
When a project team consisting of professionals from different nationalities is struggling
with deliverables, the project manager should provide support to help the team solve their
own problems. This approach aligns with the principles of servant leadership and
empowerment, which are crucial in managing cross-cultural teams. By supporting the team
in problem-solving, the project manager fosters a cooperative environment that encourages
creativity, motivation, and the use of diverse perspectives to overcome challenges. This
method also helps in building team cohesion and effectiveness, which are essential for the
successful completion of projects in a multicultural setting123.
References: = The approach is supported by resources on managing cross-cultural
differences in projects and supporting team performance, as found in the Project
Management Institute’s (PMI) materials123.
Question # 96
A project manager has received feedback from stakeholders regarding poorcommunication about project progress. Weekly status reports were provided to the projectmanagement office (PMO), and the standard communications management plan was followed.What should the project manager do?
A. Perform a root cause analysis (RCA) of the existing communication approach. B. Ensure that all of the complaining stakeholders are on the distribution list. C. Create a change request for implementing an online collaboration tool. D. Distribute hard copies of status reports and confirm that messages were read.
Answer: A
Explanation:
When stakeholders express concerns about poor communication, it’s important for the
project manager to investigate the underlying causes of the communication issues.
Performing a root cause analysis (RCA) can help identify not just superficial problems, but
also systemic issues that may be affecting communication. This approach aligns with PMI’s
emphasis on continuous improvement and problem-solving within project management
processes.
References: = PMI’s PMBOK® Guide and the standards for project communication
management emphasize the importance of effective communication and the need for
project managers to adapt their communication plans to meet the needs of stakeholders.
The PMBOK® Guide provides guidelines on how to manage project communications
effectively, which includes monitoring and controlling communications throughout the
project life cycle to ensure that stakeholder needs are met.
Please note that this response is based on general project management principles and
does not reference specific documents or materials. For detailed information, you should
refer to the latest editions of PMI’s PMBOK® Guide and other official PMI publications
Question # 97
An updated schedule for work delivered by a subcontractor is a condition for a milestonepayment. The subcontractor completed the work but does not have a schedule, claimingthat work was already agreed upon with the client.What should the project manager do?
A. Negotiate a contract change with the subcontractor. B. Meet with the client to discuss the issue with the subcontractor. C. Inform the subcontractor that they must send the schedule. D. Tell the subcontractor to submit a draft schedule.
Answer: C
Explanation:
According to best practices in project management, it is essential for the project manager
to enforce the terms of the contract. If the updated schedule is a condition for milestone
payment, the subcontractor is obligated to provide it, regardless of any verbal agreements
with the client. The project manager should inform the subcontractor that in order to comply
with the contract and process the payment, the updated schedule must be submitted. This
ensures that all contractual obligations are met and that there is a clear record of the work
completed, which is necessary for project tracking, reporting, and auditing purposes.
References: The answer is verified based on the principles found within the PMBOK®
Guide and the standards of project management as outlined by the Project Management
Institute (PMI). The PMBOK® Guide emphasizes the importance of contract management
and the need for proper documentation and adherence to agreed-upon project schedules.
Additionally, the Professional in Business Analysis (PMI-PBA) materials highlight the
significance of maintaining accurate records and documentation for business analysis and
project management activities.
Question # 98
During the execution of a project, an experienced team member informs the projectmanager that they cannot take part in all of the scheduled project activities due to aconflicting operational schedule. What should the project manager do?
A. Replace the team member with another available resource on the team. B. Discuss the situation with the team member's functional manager to see if the schedulecan be adjusted. C. Check with the project management office (PMO) on the available resources tocomplete the activities. D. Encourage the team member to prioritize scheduled project activities.
Answer: B
Explanation:
In situations where a team member is unable to participate in all scheduled project
activities due to conflicting operational schedules, it is advisable for the project manager to
discuss the matter with the team member’s functional manager. This approach allows for
exploring possibilities to adjust the conflicting schedules and find a mutually agreeable
solution that enables the team member to fulfill their project responsibilities. This strategy is
consistent with the PMBOK® Guide’s principles of stakeholder engagement and resource
management, which suggest negotiating and collaborating with key stakeholders to
optimize resource allocation and ensure project success.
References: The answer is supported by the PMBOK® Guide, which outlines the
importance of stakeholder engagement and effective communication in managing project
resources1. Additionally, the PMI Guide to Business Analysis emphasizes the need for
collaboration and negotiation to resolve scheduling conflicts and ensure that project
activities are adequately staffed2.
Question # 99
A project to construct an electricity generation plant is on site near a nature reserve. Anenvironmental activist group is questioning the need forthe project. The customer has informed the project manager to disregard the group as theyare not in support of the project.What should the project manager do next?
A. Ask the customer to contact the activist group and let them know the project status andcompletion date. B. Add the activist group to the list of stakeholders and analyze the impact they may haveon project delivery. C. Obey the directive from the customer since they are funding the project and are themost important stakeholder. D. Request the project team disregard all communication from the activist group andcontinue with their project work.
Answer: B
Explanation:
The PMBOK® Guide emphasizes the importance of identifying all stakeholders and
understanding their influence and impact on the project. In this scenario, the environmental
activist group, being concerned with the project’s proximity to a nature reserve, qualifies a a stakeholder. Their concerns could impact project delivery, public perception, and
regulatory compliance. Therefore, the project manager should add the group to the
stakeholder list and analyze their potential impact as part of the stakeholder engagement
process12. This aligns with the principles of stakeholder management and engagement,
which are crucial for project success and are also reflected in the Professional in Business
Analysis (PBA) reference materials, where managing stakeholder expectations and
engagement is a key aspect of business analysis34.
References: = This response is informed by the PMBOK® Guide’s approach to stakeholder
management12, as well as the practices outlined in the Professional in Business Analysis
reference materials regarding stakeholder engagement and management3
Question # 100
A feature has been added to the iteration backlog that has been prioritized by the projectsponsor over other critical security patches. What should the project manager do?
A. Perform a risk analysis and then meet with the project sponsor to discuss it. B. Meet with the project sponsor to discuss the feature with the product owner. C. Push back on the feature because it is not an immediate priority. D. Give all the work packages parallel priority and continue activities.
Answer: C
Explanation: When a feature has been prioritized by the project sponsor over other critical
security patches, the project manager should assess the situation. While it’s essential to
consider the sponsor’s priorities, the project manager must also evaluate the impact of
delaying critical security patches. Pushing back on the feature allows the project manager
to advocate for the security patches’ urgency and ensure that immediate priorities are
addressed14.
References: 4. Aha!
Question # 101
A new major project is starting that consists of two interconnected subprojects. One of thesubprojects was assigned to a contractor who commits to submitting biweekly statusreports and attending weekly integration meetings. Halfway through the project, thecontractor stops participating in the meetings and does not submit the reports. Theirexcuse is that these activities are consuming too much time.How should the project manager handle this situation?
A. Remind the contractor to join the meetings and submit their report as this is theircommitment. B. File a claim for not fulfilling the contract terms in accordance with alternative disputeresolution. C. Compromise with the contractor to only attend the weekly meetings without submitting the reports. D. Assess the situation as a risk and reach out to the contractor to check the origin of this resistance.
Answer: D
Explanation: When faced with a situation where a contractor stops participating in
meetings and fails to submit reports, the project manager should take the following steps:
1.Assess the Situation as a Risk: The project manager should view this issue as a risk to
the project. Lack of communication and reporting can impact project progress, quality, and
stakeholder satisfaction. By identifying it as a risk, the project manager can proactively
address it.
2.Reach Out to the Contractor: The project manager should communicate with the
contractor to understand the reasons behind their behavior. It’s essential to have an open
conversation to uncover any underlying issues or challenges the contractor is facing.
3.Identify the Origin of Resistance: The project manager should inquire about the specific
reasons why the contractor finds these activities time-consuming. Is there a valid concern,
such as workload or conflicting priorities? Or is it a matter of misunderstanding or
misalignment?
4.Explore Solutions: Based on the contractor’s feedback, the project manager can explore
potential solutions. This might involve adjusting the reporting frequency, streamlining the
reporting process, or clarifying expectations. The goal is to find a balance that ensures
project progress while respecting the contractor’s workload.
5.Reinforce Commitments: Remind the contractor of their initial commitment to submitting
reports and attending meetings. Emphasize the importance of timely communication and
collaboration for project success.
6.Document the Interaction: Regardless of the outcome, document the conversation with
the contractor. This documentation can serve as evidence if further actions are needed.
References:
•Chapter 4: Understanding and Meeting Client Expectations – Project Management
•Client Management: How to Win and Retain Clients - ProjectManager
•How to understand your clients’ needs and challenges | Mural
•5 client management skills that every project manager needs - Birdview PSA
Question # 102
A project manager is leading a technically complex project. The project is part of a strategic program of work and the first to use an agile approach. One of the board members isinterested in attending a meeting to see how the delivery of the project scope isprogressing.What should the project lead do?
A. Invite the board member to the next daily standup. B. Invite the board member to the next sprint retrospective. C. Invite the board member to a separate demo. D. Invite the board member to the next sprint review.
Answer: D
Explanation: In an agile project, the sprint review is the appropriate meeting for
stakeholders, including board members, to attend. It is a formal opportunity to inspect the
increment of the project’s deliverables and adapt the product backlog if needed. The sprint
review is designed to gather actionable feedback and foster collaboration between the
development team and stakeholders12.
References: = Agile practices in project management encourage stakeholder involvement
in product backlog and project progress1. The PMI also highlights the importance of
stakeholder engagement in agile projects, suggesting their participation in planning and
review sessions2. Additionally, the importance of board member attendance in meetings is
emphasized as it is essential for legal transaction of business and effective board
engagement3.
Question # 103
A project manager is working on an enterprise resource planning (ERP) initiative thatcontains stakeholders spanning numerous business lines. The project manager beginsto identify, evaluate, and categorize the stakeholder relationships to the program.What is the purpose of this process?
A. Identify all stakeholders who can negatively affect the project. B. Incorporate the needs of all stakeholders into the communications management plan. C. Incorporate only primary stakeholders into the communications management plan. D. Identify all stakeholders who can positively affect the project.
Answer: B
Explanation:
The purpose of identifying, evaluating, and categorizing stakeholder relationships in an
ERP initiative is to ensure that the needs and expectations of all stakeholders are
understood and addressed within the communications management plan. This process is
crucial for the success of the project as it helps in developing a structured approach to
stakeholder engagement, which is essential for gaining support and buy-in from various
business lines involved in the program. By incorporating the needs of all stakeholders, the
project manager can tailor communication strategies to manage expectations effectively
and facilitate smoother project execution.
References: The importance of stakeholder engagement in an ERP project is highlighted in
resources that discuss the roles and responsibilities of an ERP Project Manager1. The
PMBOK Guide also emphasizes the need for effective communication management plans
that consider all stakeholders2. Additionally, the Professional in Business Analysis
materials advocate for the inclusion of stakeholder needs in communication plans to ensure
project success3.
Question # 104
A project manager is leading a hybrid project funded by a time and materials (T&M)agreement. The project was completed, and the clientaccepted the delivery of the product. One week later, the client asked the project managerto fix two defects they found in the product. The projectmanager responded with an estimate of time and money and asked the client to confirmthis. The client disagreed and insisted that the workshould be done for free because it is a defect in the product.What should the project manager have done to prevent this?
A. Trained client engineers to support the product after its delivery. B. Reviewed the project quality control plan with the client. C. Suggested a fixed-cost basis and included free bug fixes for 1 month. D. Planned how the delivered product will be supported after its delivery.
Answer: D
Explanation:
In a hybrid project funded by a T&M agreement, it is essential for the project manager to
plan post-delivery support to manage client expectations effectively. This includes
establishing a clear understanding of what constitutes project completion and what are the
responsibilities of the project team after the product is delivered. Planning for post-delivery
support ensures that any defects found after the product is accepted can be addressed
within the agreed terms, thus preventing disputes over additional costs for defect fixes.
References: The answer is supported by the best practices in project management, which
advocate for proactive planning for post-delivery support as part of the project’s scope. This
is in line with the PMBOK® Guide’s emphasis on the importance of stakeholder
engagement and managing expectations throughout the project lifecycle12. Additionally,
the Professional in Business Analysis Reference Materials highlight the significance of
managing client expectations and delivering value post-project completion3.
Question # 105
A self-organizing team for a critical project is consistently delivering value according to theircommitments. During a retrospective, the project manager observed that most ofthe team members were stressed due to over commitments.What should the project manager do?
A. Help the team members by organizing regular stress-relieving and team- buildingsessions. B. Request additional resources to continue delivering value while reducing team stress. C. Support the team during the planning phase to only commit to what they are able todeliver. D. Ask individual team members to plan staggered leave to avoid becoming stressed.
Answer: C
Explanation:
In the context of a self-organizing team, it is crucial for the project manager to facilitate an
environment where the team can realistically assess their capabilities and commit to
deliver ables accordingly. This approach aligns with the principles of agile project
management, where teams are encouraged to self-organize and make commitments based
on their understanding of their capacity and the work to be done. By supporting the team
during the planning phase to make feasible commitments, the project manager helps in
preventing stress caused by overcommitment. This is supported by the guidance provided
by PMI, which emphasizes the importance of team empowerment and realistic commitmen to ensure sustainable project progress and team well-being.
References: The answer is verified using the principles found in the PMI’s guide to the
Project Management Body of Knowledge (PMBOK® Guide) and the Professional in
Business Analysis (PMI-PBA) reference materials, which advocate for stakeholder
involvement and realistic planning to manage and meet project expectations effectively.
Question # 106
After sending an on-site meeting invitation to seven people for the kick-off meeting of aproject, a key stakeholder declines because they will be at another location for the rest ofthe month.What should the project manager do?
A. Make arrangements for the stakeholder to join the kick-off meeting virtually. B. Hold the kick-off meeting with the rest of the stakeholders to avoid a delay in the project. C. Change the kick-off meeting to a virtual meeting so all can attend at the same time. D. Reschedule the kick-off meeting for the following month so all can attend on-site.
Answer: A
Explanation:
The project manager should accommodate the key stakeholder by making arrangements
for them to join the kick-off meeting virtually. This approach aligns with best practices in
project management, which advocate for inclusivity and flexibility in communication to
ensure all critical stakeholders are engaged from the outset of the project12. Virtual
participation allows for the stakeholder’s input without delaying the project’s initiation, maintaining momentum and stakeholder engagement34. It is essential to use virtual
meeting tools effectively to facilitate collaboration and ensure that remote participants are
as involved as those on-site5.
References:
PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK®
PMI UK. (2024). Virtual Team Meetings: A Guide to Effective Project
Management2.
Twproject. (2020). 5 ways to effectively manage a virtual meeting3.
LinkedIn. (2023). How to Use Virtual Meetings for Project Collaboration4.
LinkedIn. (2023). How to Ensure Quality Virtual Meetings for Project
Management5.
Question # 107
A project manager is working on a large IT project. During a review for one of the deliverables, a stakeholder raised a concern about the final product.What should the project manager do first?
A. Set up a meeting with the product owner to discuss the stakeholder's concern. B. Discuss this with the team and review the project requirements documentation. C. Set up a meeting with the sponsor to discuss the details of the deliverable. D. Discuss this with the team and put the stakeholder's concern in the issue log.
Answer: B
Explanation:
According to PMBOK guidelines, when a stakeholder raises a concern about a deliverable,
the project manager should first review the project requirements documentation with the
team to ensure that the deliverable meets the agreed-upon project requirements. This is
crucial because it helps to identify if the concern is valid and if the project is aligned with
the stakeholder’s expectations.
References: The answer is based on general best practices as outlined in the PMBOK
guide, which emphasizes the importance of aligning deliverables with project requirements
and stakeholder expectations.
Question # 108
A customer has provided excellent feedback on the project. However, a key projectresource is leaving the company.Which measure should mitigate the impact of this key resource's departure?
A. Offer a new contract to the resource who is leaving. B. Establish a proactive knowledge-sharing plan. C. Update the risk register and inform the customer. D. Develop a contingency budget to replace the key resource.
Answer: B
Explanation:
The departure of a key project resource can pose a significant risk to the continuity and
success of a project. To mitigate this risk, establishing a proactive knowledge-sharing plan
is essential. This involves creating a structured approach to capture the departing
resource’s knowledge and expertise, which can then be transferred to the remaining team
members. This ensures that critical project information and skills are retained within the
team, minimizing the impact of the resource’s departure. A knowledge-sharing plan can
include documentation of processes, training sessions, and mentoring programs12.
References:
PMBOK Guide, 6th Edition, Section 9.1.3.1: Plan Resource Management
PMI’s Practice Standard for Project Risk Management
How to Mitigate Resource Risk in Project Management? - Resources Library
PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transf
Question # 109
A project manager and project team are developing a strategic approach to engage theinternal and external stakeholders. Which approach should be followed?
A. Schedule status meetings with all stakeholders to allow their participation in all projectdiscussions and reports. B. Analyze both internal and external stakeholders and develop a customized engagementstrategy for each stakeholder. C. Involve only the internal stakeholders, as the external stakeholders should not haveaccess to confidential information. D. Classify all high-risk stakeholders and request that the project sponsor communicatedirectly with them.
Answer: B
Explanation:
The best approach to engage stakeholders in a project is to analyze both internal and
external stakeholders and then develop a tailored engagement strategy for each one. This
is because stakeholders have varying levels of interest, influence, and impact on the
project, which necessitates a customized approach to ensure effective engagement and
communication. The PMBOK® Guide emphasizes the importance of identifying
stakeholders and understanding their needs and expectations as a foundation for
developing an appropriate engagement strategy. This strategy should be designed to
involve stakeholders in a manner that is aligned with their level of interest and influence
over the project outcomes.
Effective stakeholder engagement is crucial for project success as it helps in building trust,
ensuring clear communication, and fostering collaboration among all parties involved. It
also aids in managing expectations and mitigating potential risks associated with
stakeholder interactions. By engaging stakeholders appropriately, the project manager and team can leverage their support and contributions, which can be vital for the successful
delivery of the project.
References: Based on the principles outlined in the PMBOK® Guide and the standards for
stakeholder engagement as described in PMI’s resources1234.
Question # 110
A project that is using an incremental approach has colocated team members and is usinga kanban board to visualize the work in progress(WIP). A key external stakeholder requests that all project activities be placed on hold untila status report is distributed.What should the project manager have done to avoid this situation?
A. Stored project documentation in a shared folder. B. Organized monthly meetings with the external stakeholders. C. Invited all of the stakeholders to daily standup meetings. D. Sent weekly status update reports to all of the stakeholders.
Answer: D
Explanation:
The situation described involves a key external stakeholder requesting a halt to project
activities pending a status report. This indicates a need for regular and systematic
communication with stakeholders to manage their expectations and keep them informed
about project progress. According to the PMBOK® Guide, effective stakeholder
engagement is crucial for project success and involves regular communication and updates1. Sending weekly status update reports is a proactive approach to stakeholder
engagement that can prevent surprises and ensure stakeholders are continuously aware of
the project’s status, thus avoiding the need for work stoppages21.
References:
PMBOK® Guide – Sixth Edition
“Planning effective stakeholder management strategies to do the same thing!” -
PMI1
“Project Stakeholder Management According to the PMBOK” - Bernie Roseke2
Question # 111
A company must implement a new regulation. The government has specified the datewhen the regulation will be enforced but has only provided high-level information onthe regulation's requirements. Therefore, changes in definitions are to be expected due touncertainty.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
Answer: 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
“Predictive, Iterative, Incremental, Agile” by Orlando Casabonne on LinkedIn4.
Question # 112
A team has developed and tested new software to control airplanes during flights. Thereare several regulatory requirements that must be met. What should the project manager doto meet these requirements?
A. Determine potential threats regarding compliance with the regulations. B. Ask human resources (HR) to assign a compliance specialist to the team. C. Validate that the software is compliant with standards and regulations. D. Measure the extent to which the project complies with the regulations.
Answer: C
Explanation:
In the context of software development for controlling airplanes, it is critical to ensure that
the software complies with all relevant standards and regulations. This is not only a matter
of meeting project requirements but also a matter of safety and legal compliance. The
project manager should conduct a validation process to confirm that the software meets all
the necessary regulatory criteria. This process typically includes a series of tests, audits,
inspections, and reviews of documentation to ensure that every aspect of the software
adheres to the required standards21. References:
AC 43-216 - Software Management During Aircraft Maintenance2.
A project manager is managing a project in the execution phase, which was agreed uponwith the sponsor. However, the sponsor is constantly micromanaging and requestingiterations that are affecting the team's effectiveness. The sponsor indicates that as long asthe project scope is not affected, these iterations are needed to simplify the project.How should the project manager handle the situation?
A. Review validation and control procedures. B. Discuss reducing interruptions with the sponsor. C. Perform stakeholder requirements activities. D. Approach the sponsor about using an agile approach.
Answer: B
Explanation: When dealing with a micromanaging sponsor, it’s essential for the project
manager to address the situation effectively. Here are some strategies for handling this
type of sponsor:
1.Establish Clear Communication Channels:
oRegularly communicate with the sponsor to provide updates and seek input.
oSet up weekly sponsor meetings to discuss project progress, concerns, and critical
decisions.
oAlign sponsor expectations by fostering a collaborative environment through proactive
communication.
2.Set Clear Expectations and Boundaries:
oDefine the sponsor’s role and responsibilities clearly at the project outset.
oEnsure the sponsor understands the project manager’s authority and decision-making
process.
oAddress the need for trust and delegation, emphasizing that micromanaging can hinder
efficiency.
3.Understand the Root Cause:
oFind out why the sponsor feels the need to micromanage.
oExplore any legitimate reasons behind their behavior (e.g., past project failures, lack of
confidence).
4.Educate the Sponsor:
oExplain the negative impact of micromanagement on team effectiveness and project
progress.
oEmphasize that excessive oversight can slow down decision-making and implementation.
5.Agile Approach:
oConsider discussing an agile approach with the sponsor.
oAgile methodologies allow for flexibility, iterative development, and continuous feedback.
oHighlight how agile practices can simplify the project while maintaining scope and
delivering value.
Remember that effective communication and collaboration are key to managing difficult
sponsors. By addressing the micromanaging behavior and finding common ground, the
project manager can create a more productive and supportive project environment.
References:
•The Project Manager’s Guide to Dealing With Difficult Sponsors
•How to Deal With Bad Sponsor Behavior
•How To Deal With a Micromanager: Steps and Tips
Option B (Discuss reducing interruptions with the sponsor) directly addresses the issue of
micromanagement and aims to improve the project manager-sponsor relationship1.
Question # 114
A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep.Which action should the project manager take to control the scope?
A. Ensure that all key stakeholders agree to the project deliverables and there will be noneed for changes. B. Accept only those changes to requirements that provide additional value to the project. C. Reject all changes that will increase the budget or increase the time line of the project. D. Accept only those changes that are approved by the change control board (CCB) priorto being implemented.
Answer: D
Explanation:
The best action for a project manager to control scope creep in a global project with
resources spread out in different locations is to ensure that any changes to the project
scope are formally controlled. This is typically done through a change control board (CCB),
which is a formal group responsible for reviewing, evaluating, and approving or rejecting
changes to a project. The CCB ensures that any changes made to the project are carefully
considered, evaluated for their impact, and aligned with the project’s objectives and
constraints12. By having a CCB, the project manager can manage scope changes in a
controlled manner, preventing scope creep and ensuring that the project remains on track.
References:
Control Scope Process3
Change Control Board: Roles, Responsibilities & Processes1
Change Control Board: What is It in Project Management?2
Question # 115
A project manager works for an organization that intends to begin using agile delivery, butthere is a lack of support from some business units. The project manager needs to addressthe lack of trust in agile.What should the project manager recommend?
A. Implement and establish an agile framework for the project. B. Hire a team of contractors for agile project delivery. C. Define detailed work instructions for agile project delivery. D. Negotiate special arrangements for an agile pilot project.
Answer: D
Explanation:
To address the lack of trust in agile within an organization, it is often effective to start with a
pilot project. This allows the organization to see the benefits of agile in action without fully
committing to a large-scale transformation. A pilot project can serve as a proof of concept,
demonstrating the value of agile delivery and helping to build trust among skeptical
business units. It provides an opportunity for the organization to learn and adapt the agile
framework in a controlled environment, which can then be scaled up based on the success
of the pilot12.
References:
Trust–the key for successful delivery using agile methods1.
How to Build Trust to Enable Agility | Scrum.org2.
Exam PMP topic 1 question 911 discussion3.
How to Choose a Pilot Project for Agile Transformation4
Question # 116
A project requires the procurement of a large amount of equipment that needs to be on-sitebefore any other activity can begin. The procurement department has a lengthy approvalprocess.What should the project manager do?
A. Work with the procurement team to find alternative options. B. Contact the vendor that supplied similar equipment for a previous project. C. Use the existing equipment and replace it later with the new equipment D. Ask the project sponsor to expedite the vendor selection process.
Answer: A
Explanation:
In situations where a project’s timeline is at risk due to lengthy procurement processes, the
project manager should collaborate with the procurement team to explore alternative
options. This may involve expediting the approval process, finding different vendors, or
adjusting project schedules to accommodate delays. The PMBOK® Guide emphasizes the
importance of procurement management and the need for project managers to be
proactive in managing procurement activities, especially when they can impact critical
A mid-size capital project has shared resources from the company's contract department.During the execution phase, the project team observeda delay in contracting. After communicating with the contract department, the projectmanager found the contract team is prioritizing othercontracting jobs because they are not part of the project team.What should the project manager do first in this situation?
A. Report the issue to higher management and seek their direct involvement to completethe job from the contract department. B. Arrange a meeting with the contract department to build trust and commitment byrecognizing their critical support to the project. C. Arrange several meetings with the contract department and ask them to contract the project as it is critical for project success. D. Communicate with the contract manager to commit a budget for the resources requiredfor project execution.
Answer: B
Explanation:
The first action in resolving this type of conflict is to engage in direct communication with
the contract department. This approach aligns with conflict resolution techniques
recommended for business analysts, which emphasize discussion and negotiation to reach
an agreeable solution2. By arranging a meeting, the project manager can foster a
collaborative environment, acknowledge the contract department’s importance to the
project, and work towards a mutual understanding and commitment. References: = Exam
A project manager is managing an agile project for the first time. Early on, the projectmanager discovers the team is struggling to agree on the scope of a feature during a sprint.How should the project manager help the team resolve the issue?
A. Direct the senior-most member to determine the scope on behalf of the team. B. Discuss this with the team and decide what the scope of the feature should be. C. Ask the team to log the story in the product backlog and move on to the next feature. D. Encourage the team to collaborate to resolve their understanding of the feature.
Answer: D
Explanation:
In Agile project management, collaboration is key to resolving issues such as
disagreements on feature scope. The project manager should facilitate a collaborative
environment where all team members can contribute to the discussion. This approach
aligns with Agile principles, which emphasize teamwork, customer collaboration, and the
ability to respond to change12. It’s important for the project manager to encourage open
communication and ensure that all voices are heard, which can lead to a shared
understanding and agreement on the feature’s scope34. This not only helps in resolving
the current issue but also strengthens the team’s ability to work together effectively in
future sprints56.
References: = Agile methodologies advocate for close collaboration among team members
to effectively define and deliver features that meet business needs7. The Project
Management Institute (PMI) also highlights the importance of negotiation and conflict
resolution skills in Agile environments to address scope disagreements and ensure project
success1. Additionally, the role of the Business Analyst in Agile projects involves facilitating
collaboration between the Product Owner, Development Team, and Stakeholders to ensure
alignment with business objectives7.
Question # 119
A project manager is working on a financial system implementation project for agovernment company. One of the key stakeholders, who usespredictive approaches, does not like virtual tools such as chats, task trackers, and so forth.They prefer email, telephone calls, and face-to-facemeetings.How should the project manager approach this situation?
A. Use regular screen-sharing sessions to show the progress to the stakeholder. B. Align and agree with the stakeholder on the communication approach. C. Ask the manager to use virtual communication tools and online dashboards. D. Create a digital dashboard to meet the manager's information needs.
Answer: B
Explanation:
The best approach when dealing with stakeholders who have a preference for traditional
communication methods is to align and agree on a communication approach that suits their
preferences. This is supported by the PMBOK® Guide, which emphasizes the importance
of tailoring communication to stakeholder needs and preferences. It is essential to respect
the stakeholder’s working style and adapt the communication strategy accordingly to
ensure effective engagement and project success23. References:
“8 Techniques to Communicate Effectively with Project Stakeholders” from PMI2.
"STAKEHOLDERS COMMUNICATION APPROACH: A NEW ERA
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