PMI Questions

A large transformation project is in progress. This project requires cross-functional effort from various business teams. Which two actions should the project manager take to complete the stakeholder register? (Choose two) A. Break down the project by domain areas. B. Ask for referrals from the business sponsor or senior leadership. C. Analyze the interest, influence, and impact of potential stakeholders from each business team. D. Discuss the project with team members and put together the register at a team meeting. Contact each potential stakeholder directly and ask if they are interested in joining the project.

A and C. Break down the project by domain areas. and Analyze the interest, influence, and impact of potential stakeholders from each business team.

A project is close to completion when an unidentified and influential stakeholder appears and threatens to put the project in jeopardy by not approving the closing documents. Which two actions should the project manager have done to avoid this? (Choose two) A. The project manager should have carried out stakeholder identification during the initiation stage of the project. B. The project owner should have informed the project manager about the stakeholders of the project. C. Identifying and analyzing stakeholders should have been performed as an ongoing task throughout the project duration. D. The stakeholder should have come forward for proper identification at the beginning of the project. E.Creating awareness of the stakeholders' concerns should have been continuously occurring throughout the project.

A and C. The project manager should have carried out stakeholder identification during the initiation stage of the project. and Identifying and analyzing stakeholders should have been performed as an ongoing task throughout the project duration.

After 20% of a project was completed, the customer made the decision to change the provider for data center implementation. The new provider project manager requested a meeting with the customer to clarify how the project will be impacted if the requirements are not well gathered. Which are the project areas that could be impacted if the requirements are not well gathered? (Choose 3.) A. Cost B. Quality assurance C. Schedule D. Quality customer service E. Quality planning

A, C and E. Cost, Schedule and Quality planning

A project manager has been hired to lead a multinational enterprise program with a geographically distributed team. There is a difference of opinion among team members about status reporting. How should the project manager resolve the issue? A. Adhere to the communications management plan. B. Escalate the issue to the project sponsor. C. Ask the team members to resolve the issue internally. D. Create a new template for status reporting.

A. Adhere to the communications management plan

An entrepreneur has undertaken a software development project. The project charter was approved and a project manager was appointed. There is an urgent requirement to deliver the project because of an unforeseen political risk. The sponsor wants to see a report of any expected delays. Which tool should the project manager use to prepare the report? A. Trend analysis B. Root cause analysis C. Quality reports D. Milestone list

A. Trend analysis

Which is a key component of effective communications with others? A. Trust B. Transparency C. Honesty D. Loyalty

A. Trust

A project manager is required to obtain approval for requirements before proceeding to the delivery stage. The project manager realizes that the initial estimates were unrealistic and the project will take much longer to complete. What should the project manager do to mitigate the problem? A. Break down and re-prioritize the project deliverables to allow delivery in incremental releases. B. Divide the project team into separate units, with each member working on a different component. C. Survey the project team to determine which members can work overtime to meet the deadline. D. Update the schedule baseline so that it is based on realistic estimates.

A. Break down and re-prioritize the project deliverables to allow delivery in incremental releases

A project is in the execution phase when new team members are onboarded. Before onboarding the new team members, what should the project manager do to reduce the impact of this action on project performance? A. Conduct a session to update the existing social agreement on how the team will work collaboratively. B. Schedule a session to let the existing team members explain to the new ones about the current social contract. C. Organize a meeting with all of the team members to communicate the current social agreement. D. Plan a meeting with the new team members to explain the rules included in the social contract.

A. Conduct a session to update the existing social agreement on how the team will work collaboratively.

During the project setup phase, a project manager sends out requests for regular status meetings and daily standup meetings. However, several stakeholders are declining to participate in the meetings. How should the project manager address this issue? A. Create a communications management plan B. Designate a physical project team meeting room C. Schedule an official project kick-off meeting D. Let stakeholders choose which meetings to attend

A. Create a communications management plan

A project manager is managing a project using an agile approach. Following a recent government regulation, it was noticed that an important feature of an artifact was missing from a supposedly completed deliverable. How should the project manager resolve this issue? A. Create a user story and add it to the next sprint. B. Review the product roadmap. C. Review backlog items continuously during sprints. D. Reference and update the definition of done (DoD).

A. Create a user story and add it to the next sprint.

In a large organization, a project is experiencing communication difficulties. Team members and functional leaders are expressing that they are informed too late or not included in project discussions, or are simply unaware of important project delivery information. How should the project manager address this situation? A. Ensure adherence to the agreed process as stated in the communications plan. B. Send a regular email update to each functional manager regarding the project's status and next steps. C. Coordinate a meeting with the team leaders to find a solution. D. Refer to the RACI chart on who needs to know what and when and ensure compliance.

A. Ensure adherence to the agreed process as stated in the communications plan.

Company B just launched a new product across international regions and now poses a business threat to company A. Company A must launch a product to respond to this threat. As part of an agile approach, company A's team chooses region X as the baseline to test the first iteration. While the product meets standards and customer requirements in region X, it does not comply with two of the other regions' standards. What should the project manager from company A do? A. Ensure correctness for the applicable region's product and plan future iterations outside of this project. B. Document this as a noncompliance in the quality management plan and correct it in the next iteration. C. Re-plan all of the iterations to meet all three regions' standards within the scope of the work. D. Connect with customers from each region to reach an agreement on the existing design.

A. Ensure correctness for the applicable region's product and plan future iterations outside of this project.

A project manager is leading an agile project. One week into the project, a competitor makes an announcement that they will soon be launching a similar product in the market. What should the project manager do next? A. Ensure that the product backlog will deliver the minimum viable product (MVP) first. B. Cancel the sprint immediately and start a new sprint after determining the requirements for the next sprint. C. Hire a subject matter expert (SME) from the competitor company as a consultant. D. Ask the team members to continue with the delivery and address this issue at the retrospective.

A. Ensure that the product backlog will deliver the minimum viable product (MVP) first.

A project is halfway complete, and despite a good schedule performance index (SPI), there are several quality issues that have been identified by the customer. The project manager wants the team to work together to improve customer satisfaction and quickly resolve the issues, but some team members feel they are unable to adequately engage the customer. How can the project manager mentor the team for a successful customer engagement? A. Identify team diversity and assess members' personalities, providing feedback as needed. B. Ensure all team members understand their project roles and responsibilities. C. Assess the team's technical skills and provide additional product training. D. Update the communications management plan and monitor all project communications.

A. Identify team diversity and assess members' personalities, providing feedback as needed.

During an iteration, the team spent twice as much time as expected because one of the product backlog items was complex and could not be split into smaller items. What should the project manager do? A. Incorporate an adaptive approach for the rest of the project. B. Incorporate a predictive approach for the rest of the project. C. Develop a risk management plan for this sprint. D. Reprioritize the product backlog.

A. Incorporate an adaptive approach for the rest of the project.

A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the project. What should the project manager do in order to help overcome differences and bring the project back on track? A. Promote conversation among team members in upcoming review meetings to help solve the problem. B. Schedule a team out activity to allow people to know each other better and feel comfortable talking. C. Allow the team to self-organize before the next iteration to solve the problem. B. Reach out to their functional managers so they can talk to the team members and solve the problem.

A. Promote conversation among team members in upcoming review meetings to help solve the problem

At a review meeting, the project manager learns about unclear requirements that may impact the project's scheduled completion. The project sponsor still wants to meet the original deadline. How should the project manager approach the issue using agile practices? A. Recommend delivery in multiple releases, focusing on the known scope and important functionalities. B. Inform the sponsor that a change request for scope will be added to the next iteration C. Log unclear scope as an issue and escalate it to the product owner for a decision on unclear requirements. D. Ask the scrum master to clarify the scope before continuing the project.

A. Recommend delivery in multiple releases, focusing on the known scope and important functionalities.

The team and product owner are reviewing user stories in the iteration planning meeting. While reviewing stories, it is identified that some of the high-value stories have more associated risks. What should the agile project manager do? A. Recommend that the team include risky stories in early iterations rather than later ones. B. Recommend that the team choose stories with low risk for easy completion to keep team motivation high. C. Work with the product owner to decide on the stories that should go during the iteration. D. Use the Pareto analysis to decide which stories can be completed the fastest.

A. Recommend that the team include risky stories in early iterations rather than later ones.

After emailing a recent project status report, the project manager learns that a number of recipients are no longer involved with the project. The email distribution list was based on the communications management plan. Which action should the project manager take first to verify the distribution list for future status reports? A. Review and update the stakeholder engagement plan. B. Review and update the communications management plan. C. Review and update the project management plan. D. Review and update the resource management plan.

A. Review and update the stakeholder engagement plan

A project manager has completed the project deliverable and has passed the acceptance criteria. Which statement confirms that project benefits have been achieved? A. The deliverable has been approved and the value has been confirmed. B. The deliverable solved all of the issues specified by the project sponsors. C. The project has seen some improvements in the ability to make decisions. D. The project was completed on schedule, without any complaints from end users.

A. The deliverable has been approved and the value has been confirmed.

During the execution phase of a healthcare IT project, the customer's project manager resigns and has not been replaced. The internal project manager finds out that, as a result, key stakeholders are no longer getting updated information in a timely manner.What should the project manager do next? A. Update the communications management plan. B. Immediately inform the key stakeholders directly. C. Update the project sponsors on the issue. D. Keep sending the information until a reply is received.

A. Update the communications management plan.

A project team member informs the project manager that all items are complete and the team is ready to move on to the next iteration. The project manager reviews the iteration board and notices that there are incomplete items. The iteration ends today. What should the project manager have done to ensure that all of the work for the iteration was done on time? A. Validated the iteration backlog items using the definition of done (DoD) B. Made the iteration cycles for the project longer C. Requested team members to report progress during daily standups D. Asked team members to demo their work as soon as it was ready

A. Validated the iteration backlog items using the definition of done (DoD)

A Scrum team is halfway to its release. During the sprint demo, new software is selected by one of the developers and presented to the team. The new software was not planned work but meets the date for the release. Several prioritized features for the next two sprints are disrupted. What actions should the team do to minimize the disruption? A. Work with the product owner on the backlog to introduce the new software. B. The scrum team makes the decisions themselves as a self-organized team and presents the change during the demo . C. The developers reach out to the scrum master regarding the change to determine where and when the change can be discussed. D. The scrum team evaluates the new software and informs the client about the impact to the release plan

A. Work with the product owner on the backlog to introduce the new software.

One of the project vendors is late in providing a related product solution, which is affecting the release due dates. What should the project manager do to help the agile team manage this impediment? A. Work with the vendor to understand the alternatives. B. Review and update the release date with the team. C. Have the technical lead escalate the issue to the functional manager. D. Have the team members and experts work together on a solution.

A. Work with the vendor to understand the alternatives.

While preparing a project's third progress report, the project manager identifies that the project will experience delays due to late material deliveries. The two previous project reports indicated that the project was on track. What should the project manager do next? A. Discuss it with the project team to determine the most appropriate way to respond. B. Add it to the issue log and include it in the project report. C. Contact the procurement manager to expedite delivery of the material. D. Escalate the issue to the project owner and request a schedule change.

B. Add it to the issue log and include it in the project report.

A project manager decided that using an agile approach for a new project will deliver the best outcomes. Some of the team members were resistant to using agile techniques and decided to use predictive approaches to carry out their work. What should the project manager have done at the beginning of the project? A. Performed a skills assessment of the team B. Advocated the use of agile techniques C. Engaged only the resources who were comfortable using agile D. Hired agile consultants to lead the team

B. Advocated the use of agile techniques

A project manager leads a project team on a project. This project's goal is to enhance a product's capability in the market. What should be the top consideration when defining the team's key performance indicators (KPIs)? A. Alignment with an individual's growth and development B. Alignment with the customer's needs C. Alignment with the project manager's goals D. Alignment with the sponsor's business goals

B. Alignment with the customer's needs

An email from a project manager to a team member is accidentally distributed to the entire global project team. It contains harsh feedback on a recent quality incident, which could have been avoided by closer attention to detail. What should the project manager do next? A. Await responses and feedback from the team about the email prior to responding. B. Ask the team to attend a virtual meeting and discuss the email as a group. C. Create a special follow-up apology email and send it to the entire team. D. Send a special follow-up apology email to the intended recipient.

B. Ask the team to attend a virtual meeting and discuss the email as a group.

A project manager is concerned about the outcome of a hybrid project. Due to a change in a competitor's products and services, project deliverables may be obsolete by the time the project is completed. The project manager is not permitted by senior management to either reduce the project scope or alter the quality of the outcome. What should the project manager do to deliver this project successfully? A Conduct a business impact analysis, use less standard materials, and hire fewer skilled resources to manage the cost. B. Assess the impact of the change on the project schedule and seek approval from the change control board (CCB). C. Proceed with the existing project schedule, seek management approval for more funds, and avoid altering the project scope. D. Close the project and initiate a new project since the scope and quality cannot be changed.

B. Assess the impact of the change on the project schedule and seek approval from the change control board (CCB).

Question A Scrum team noticed a trend of work spilling over for the last several sprints. The root cause of this has been identified as the code review task. This bottleneck appears to occur because the team is dependent on an external expert. What should the project manager do first? A. Assess the bottleneck, highlight it, and increase the sprint length. B. Assess the team's capability and identify the required internal training to remove the bottlenecks. C. Arrange an alternative option to have a backup expert to avoid spillover. D. Work with the team, start reviewing the code, and stop reviews from the expert to avoid spillover.

B. Assess the team's capability and identify the required internal training to remove the bottlenecks.

A two-year project was awarded to a company six months ago, but the procurement process has not yet been initiated. What should the project manager do to get the project moving forward? A. Prepare the procurement management plan for the project. B. Bring the teams together to draft a procurement management plan. C. Track the procurement according to an existing procurement management plan. D. Escalate the situation to upper-level management.

B. Bring the teams together to draft a procurement management plan.

A newly appointed product owner is not sure how to prioritize product specifications and mentions this challenge to the project manager. What should the project manager do to assist the product owner? A. Prioritize product backlog for the product owner. B. Coach the product owner on how to prioritize product specifications. C. Request that the product owner becomes trained in agile methods. D. Ask project team to prioritize product backlog.

B. Coach the product owner on how to prioritize product specifications.

A company is expanding its product manufacturing to a new country. The date the company will start operating is set and broadly communicated, but the project team is not sure if there is enough time to get all the product features implemented. What should the project manager do to ensure there is enough time to implement the critical features on the committed date? A. Add resources to the project team, as this will increase the velocity and enable the team to deliver more value. B. Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities. C. Cut operations documentation because this can be completed after product delivery and operation starts. D. Escalate the concern to the executive level and request a new and feasible project due date.

B. Collaborate with the project team to estimate the size of the minimum viable product (MVP) functionalities.

Question A project is on schedule and three weeks away from completion. Two key team members approach the project manager because they disagree with the process of completing the last task of the project. They believe their way of addressing the task could significantly improve results. The project manager decides to keep the current process, but considers implementing the team members' process improvement on future projects. What conflict management approach did project manager use in this situation? A. Collaborate/problem solve B. Compromise/reconcile C. Force/direct D. Smooth/accommodate

B. Compromise/reconcile

What can a project manager do to communicate the formal project announcement and relevant information to stakeholders, and then gain their commitment? A. Create the project charter. B. Conduct a kick-off meeting. C. Develop the communications management plan. D. Prepare and distribute the responsible, accountable, consult, and inform (RACI) matrix.

B. Conduct a kick-off meeting.

The project manager is responsible for a major project that involves working with many vendors. A key project concern is related to the quality and timely delivery of procured products and services as committed by the vendors. What should the project manager do to ensure that the products meet the quality requirements and are delivered on time? A. Raise an item in the risk register to capture potential impacts related to delays in the procurement of products and services, mitigating the risk of suboptimal quality. B. Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract. C. Delegate the management of the procurement process and the interaction with all vendors to the organization's procurement department as they have the tools and means to deal with a large number of vendors. D. Review vendor management plan with all vendors to ensure they are in agreeance with the plan, mitigating the risk of undelivered and low quality products.

B. Conduct procurement performance reviews on a regular basis with all contracted vendors to ensure that products and services are all delivered or will be delivered on time and as per the agreed-upon contract.

A team member is scheduled to visit an overseas client site next week. However, the project manager overheard the team member tell a project coordinator that their functional manager denied the team member's request for time off as compensation for the client visit. The project manager needs to ensure that the team member will visit the client site next week. What should the project manager do? A. Meet with the team member directly to tell them about what they overheard. B. Confirm with the team member that the client visit can take place. C. Confront the functional manager about the team member's time off. D. Log the issue as a risk in the risk log and assign another team member.

B. Confirm with the team member that the client visit can take place.

A company outsources the execution of a project with a fixed-price contract to a supplier. During execution, the supplier agrees to deliver additional customer requirements that were not included in the contract. To fulfill the expanded scope, both parties add more resources to keep the project on the planned schedule. Which technique is being applied in this project? A. Fast tracking B. Crashing C. Resource leveling D. Lead and lag

B. Crashing

During the testing phase of a technical project, the project manager discovers some issues with the final product and subsequently learns that during the sales process, the marketing team did not include important product features in the contract's scope in an effort to minimize costs for the client. What should the project manager do to resolve the issue? A. Escalate the issue to the sponsor to make a decision to solve the problem. B. Define a negotiation strategy for the client to deliver the product with the important features. C. Continue with the project and register the issue in the issue log. D. Review the lessons learned to find out a solution for this kind of issue.

B. Define a negotiation strategy for the client to deliver the product with the important features.

A team is working on an innovation project using an incremental approach. After every status meeting, some key stakeholders complain that they have not been briefed to prepare for the meeting. What should the project manager do to prevent this from occurring again? A. Send the updated information to key stakeholders one day prior to the meeting. B. Determine the meeting agenda with the key stakeholders, and share it in advance. C. Meet with the key stakeholders separately in advance before every status meeting. D. Ask the sponsor to align key stakeholders to the project's current meeting cadence.

B. Determine the meeting agenda with the key stakeholders, and share it in advance.

A project manager in a quickly growing hybrid organization is becoming increasingly frustrated at the rapid amount of change in daily operations. Several newer team members have already left the team or have been promoted to other roles in the organization. What should the project manager do to ensure the project governance remains stable? A. Work with senior leadership to update the organizational process assets (OPAs). B. Develop a new social contract to empower the team. C. Update the team charter with new team members. D. Update the project management plan on a regular basis

B. Develop a new social contract to empower the team.

A key stakeholder is upset about the new features in the current iteration for the product. The key stakeholder was unavailable during the last review and did not have the opportunity to provide input. What should the project manager have done to prevent the stakeholder from being upset? A. Waited until all stakeholders approved the change before implementing B. Ensured that updated project information is always accessible to all stakeholders C. Met individually with every stakeholder to avoid disagreement D. Scheduled meetings only when all stakeholders could be present

B. Ensured that updated project information is always accessible to all stakeholders

As part of project scheduling, how should a project manager determine how long a project will take? A. Ask the project sponsor when they would like the project delivered. B. Estimate the duration by the stories in the project. C. Confirm that resources are 100% dedicated to the project. D. Work with the team to create a detailed release plan.

B. Estimate the duration by the stories in the project.

A team member is unable to work for one week because of sick leave. The team member is currently assigned to a task on the critical path. What is the next step the project manager should take? A. Choose another team member to take over the task immediately. B. Evaluate the possible impacts of a project delay. C. Refer to the risk response plan to mitigate this issue. D. Convince the team member to proceed with completing the task.

B. Evaluate the possible impacts of a project delay.

Team members are transferred from a predictive project to a newly formed agile team. The new team members are complaining on an internal project team chat channel about additional training they are required to complete. What should the project manager do? A. Post a message on the chat channel to address the concerns. B. Include this topic in the next retrospective so that the team can voice their concerns. C. Meet privately with the team members who are complaining to address their concerns. D. Involve human resources (HR) in the chat channel to resolve the concerns.

B. Include this topic in the next retrospective so that the team can voice their concerns.

A company used to deliver technical services to customers using external labor. When a new project manager arrived, the team hired specialized personnel to reduce costs by delivering an in-house service. Some of the stakeholders are frustrated that the resources are taking too much time to deliver the service.What should the project manager do to address the concern? A. Review the communication plan with the frustrated stakeholders. B. Increase stakeholders' understanding of the project approach. C. Rehire the external contractor who provided the service previously. D. Develop a glide path and communicate the ramp-up plan to stakeholders

B. Increase stakeholders' understanding of the project approach.

During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting. What should the project manager have done to prevent this from happening? A. Established a fixed communication platform to provide updates on the project to all stakeholders. B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project. C. Developed the project charter including the roles and responsibilities of all the stakeholders. D. Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.

B. Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project

A key member of a project team publicly asserts that another team member has been speaking negatively about them. The team member threatens to quit their job if the project manager does not take immediate action to address the conflict. What should the project manager do first? A. Call a team meeting because the project is in jeopardy without the key team member. B. Meet with the accused team member to understand their point of view. C. Schedule a meeting in the future to allow the issue to diffuse over time. D. Decide to remove one of the two members of the team to address the conflict.

B. Meet with the accused team member to understand their point of view.

While working on a long project with many changes, a project manager is informed by a team member that some users are uncomfortable with certain product functionalities released in the previous iteration. Which action should the project manager take? A. Ensure that the team assignments are clear. B. Obtain stakeholder feedback and team insights. C. Communicate the changes to the team and external stakeholders. D. Update the change log and issue log.

B. Obtain stakeholder feedback and team insights.

A project manager is assigned to a project that is transitioning the organization to adopt agile principles. The project scope definition is in progress, but the project team wants to have a less formal definition. What should the project manager do first? A. Review the scope and identify the desired deliverables and create contingency plans for identified risks. B. Organize a workshop with the product owner and project team to create a product backlog and acceptance criteria. C. Create a communications website to share scope definition and product backlog with the project team. D. Meet with the project team to identify the mandatory requirements.

B. Organize a workshop with the product owner and project team to create a product backlog and acceptance criteria.

The project sponsor for a major initiative recently sent a memo demanding that a milestone for a key deliverable be met much earlier than anticipated. Although this can be achieved, the original training schedule for the small project team will be dramatically impacted. The trainer will be available when needed. What should the project manager do to meet the updated timeline milestone? A. Organize one-on-one workshops with the trainer and each member of the project team. B. Organize a workshop with the trainer and project team and then conduct several internal team review sessions. C. Organize a series of workshops with the trainer and project team over the shorter timeframe. D. Organize a dedicated, longer workshop in the schedule with the trainer and project team well in advance of the new deadline.

B. Organize a workshop with the trainer and project team and then conduct several internal team review sessions.

A project manager has developed a schedule for a project involving various departments. The project manager met with each team member to develop a work breakdown structure (WBS). However, after the WBS was finalized, the project manager discovers that some tasks are redundant. What should the project manager have done to avoid this issue? A. Enlisted the help of subject matter experts (SMEs) to provide scheduling guidance. B. Organized group sessions for all team members to review the WBS together. C. Improved the communication channels with all team members. D. Prepared a task assignment matrix to represent the WBS.

B. Organized group sessions for all team members to review the WBS together.

A project manager is overseeing a procurement project, and the company has a dedicated procurement management team that handles contracts. The quarterly report identifies six contracts that do not align with the company objectives. What will be the most suitable action for the project manager to take? A. Keep the six contracts even though they do not align with the company objectives. B. Recommend to terminate all six contracts that are not aligning with the company objectives. C. Ask the project sponsor to revise the requirements of the contracts. D. Request the customer to revise the requirements of the contracts.

B. Recommend to terminate all six contracts that are not aligning with the company objectives

Close to the end of a large project, some of the technical reports related to the delivered service were not ready. The project manager asked the team members for the missing documents, but the team claimed they had already fulfilled their assigned tasks. How should the project manager address this concern? A. Review the hierarchical chart to confirm positions and relationships. B. Refer to the RACI chart to validate the assigned roles and responsibilities. C. Discuss the activity list and ensure that the team understands what work is required. D. Input all assumptions and constraints into the assumption log.

B. Refer to the RACI chart to validate the assigned roles and responsibilities.

A project is delayed by one month, and a change order needs to be approved. The next change control board (CCB) meeting is two weeks away. Because of supply chain disruptions, delaying the implementation of the change for two weeks will have a two month impact to the schedule. What should the project manager do? A. Implement the change to keep the project under budget. B. Review the change management plan and request the change. C. Ask the sponsor to contact the CCB and request their approval. D. Ask the CEO to approve and implement the change.

B. Review the change management plan and request the change.

The project manager discovers that one of the stakeholders keeps providing status reports to the steering committee that do not reflect the actual situation. Moreover, the stakeholder does not even have accurate information on the project. What should the project manager do? A. Update the communications management plan to ensure that the stakeholder receives the necessary information. B. Schedule a meeting with the steering committee and the stakeholder to reinforce the communications management plan. C. Send regular updates to the steering committee to keep them informed about the project. D. Escalate the issue and request that all reports be preapproved before they are sent to the steering committee.

B. Schedule a meeting with the steering committee and the stakeholder to reinforce the communications management plan.

A vendor for a large and complex project has been performing more work than was originally anticipated. The original time and materials contract caused the project to be behind schedule and over budget. The contract is about to expire. What should the project manager do? A. Create a request for quotation (RFQ) to formulate a list of new vendors. B. Shift to a master services agreement with appendices for the additional work as required. C. Consult the lessons learned repository to formulate a list of potential new vendors. D. Try to negotiate a fixed-price contract with the current vendor.

B. Shift to a master services agreement with appendices for the additional work as required.

A project manager is preparing to complete the exit criteria for a major system development project. A risk and compliance stakeholder advises the project manager that the project still needs to complete a new deliverable related to the latest legislation passed by the local government. The requested change will impact the project's release date. What should the project manager do next? A. Meet with the stakeholders and advise them that the request was not part of the exit criteria. B. Submit a change request to the Change Control Board (CCB) for final approval. C. Escalate the issue to the sponsor to avoid delaying the project release date. D. Advise the stakeholder that this request is out of scope and that they will need to raise a change request.

B. Submit a change request to the Change Control Board (CCB) for final approval.

A company that has traditionally used predictive approaches has been experimenting with the use of agile in portions of a project. Because the company has been pleased with the results, the project sponsor now requests that the entire project be converted to agile. What should the project manager do? A. Propose that the approach change to agile take effect for new projects. B. Submit a change request to the change control board (CCB). C. Consult the product owner as they may have reasons to continue using a predictive approach. D. Convert the project deliverables to user stories and inform the team.

B. Submit a change request to the change control board (CCB).

A company is expanding, and the project manager is contemplating whether to hire new resources or outsource resources from an approved vendor team. What should the project manager focus on regarding this decision? A. The cost of internal resources versus vendor resources. B. The organization's resource strengths and skills versus those of the vendor. C. The cost of outsourcing to a local vendor versus a global vendor. D. The procurement strategy of the company and procurement standards.

B. The organization's resource strengths and skills versus those of the vendor.

A client's interactions with the project team have been somewhat negative and adversarial. Project team members no longer want to be part of the project. What should the project manager do? A. Schedule a meeting with the client to discuss the team's concerns. B. Follow the client's expectations and feelings continuously. C. Keep negotiating with the client and the project team to settle differences. D. Involve all team members in stakeholder engagement.

C. Keep negotiating with the client and the project team to settle differences.

An IT contract for a project states that all team members must be certified in IT security. The project manager discovers that one team member presented a fake certificate. What should the project manager do first to handle this situation? A. Update the project management plan to include resources to get the team member certified. B. Update the issue log and remove the team member from the project. C. Ensure the remaining team members have valid certificates. D. Investigate why this situation was not discovered earlier.

B. Update the issue log and remove the team member from the project.

An agile team has members in several countries. Daily meetings are conducted in a common language over a conference call, and the project manager takes notes to track work progress. Differences in pronunciation and vocabulary make it extremely difficult for members to understand each other. What should the project manager do to improve project efficiency? A. Use the call to verbally summarize the work status as reported by members. B. Use an electronic Kanban board to give a visual summary of the work progress for each member. C. Ask for a change in the project's budget to provide access to a real-time translation service so members can listen to the meeting in their own language. D. Ask team members to report daily on the work completed, work to do, and blockers, which will be sent to the team's email distribution list.

B. Use an electronic Kanban board to give a visual summary of the work progress for each member.

A project team creates an influence/commitment matrix to identify key stakeholders and prioritize them for specific action planning. Being cautious not to label a stakeholder as a "blocker", where on the matrix should they place a stakeholder that has a potentially negative impact on the project? A. High Influence/Low Commitment B. Low Influence/ High Commitment C. Low Influence/Low Commitment D. High Influence/High Commitment

C. Low Influence/Low Commitment

An organization is under a business transformation. The project manager has been assigned to a project related to one of the new business lines. What should the project manager and team do before defining the scope of the project? A. Lead a procurement meeting. B. Create a work breakdown structure (WBS). C. Adapt and tailor existing assets. D. Sign off on the business case.

C. Adapt and tailor existing assets.

As an agile project is starting, one of the senior team members proposes using a new tool to store the project documentation. She used the tool very effectively in other jobs previously before joining this group. What should the project manager do? A. Ask the team for feedback regarding the tool, and if the team agrees, update the project governance guidelines. B. Ask the sponsor for approval and update the project governance guidelines. C. Check to see if the OPAs allow it and update the project governance guidelines, if this new tool is used. D. Ask the team to use the new tool for a trial period and then evaluate whether to continue using it.

C. Check to see if the OPAs allow it and update the project governance guidelines, if this new tool is used.

Although a project is performing within its time, scope, and budget constraints, the project manager learns that the project sponsor is unhappy with its progress. What should the project manager have done to avoid this situation? A. Conducted frequent reviews and assessments to identify and address any potential risks. B. Aligned project objectives with the expectations and requirements of the project sponsor. C. Communicated regularly with the project sponsor to provide updates and address any concerns. D. Implemented strict control measures to ensure that project milestones and deliverables are met.

C. Communicated regularly with the project sponsor to provide updates and address any concerns.

During the project closing, the project sponsor informs the project manager that one of the deliverables, developed by a contractor, must be transferred to a nonprofit organization at no cost. The procurement documentation states that ownership of this deliverable reverts to the contractor once the procurement contract is finished. What should the project manager do? A. Add "avoid out of scope agreements during the closure process" to the lessons learned register. B. Initiate a change request and execute the integrated change control process. C. Consider this transfer as an open issue for the contract department and continue closing the project. D. Review the contract agreement with the contractor in order to modify the property of the deliverable.

C. Consider this transfer as an open issue for the contract department and continue closing the project.

A customer requested a change to a functionality that is being delivered in the next iteration The specialist responsible for this functionality was recently assigned to another project. What should the project manager do first? A. Request a new resource from HR B. Request a new resource from the project sponsor. C. Negotiate for the resource's availability. D. Tell the customer that the new change is not possible.

C. Negotiate for the resource's availability.

A project manager works in an organization using a hybrid project delivery approach. The scope of the project is to implement a new human resources system. The infrastructure will be delivered by another project, and both projects are part of a business transformation program aimed to improve human resources processes. The project schedule needs to be finalized, but the project manager of the other project is unable to provide delivery dates for the infrastructure. What should the project manager do? A. Wait for the infrastructure project to have a schedule and then develop the human resources system project's schedule. B. Discuss the situation with the other project manager, agree on a few milestones, and then continue working on the human resources system project's schedule. C. Develop a schedule based on the information available from the program management team and then progressively align the milestones with the infrastructure project. D. Develop a schedule based on the information available and ask the other project manager to align the infrastructure milestones with the human resources project's delivery dates.

C. Develop a schedule based on the information available from the program management team and then progressively align the milestones with the infrastructure project.

A complex, multimillion-dollar, multi-year product development project requiring unique knowledge is 70% complete. Contract termination is a possibility due to project deliverables and execution being not acceptable. Despite the strained relationship, the vendor is ready for rework at no penalty. What should the project manager do to manage this situation? A. Ask the customer to permit rework as the vendor has unique knowledge of the product. B. Finalize the new definition of done (DoD) with the customer and make the vendor bear the cost of rework. C. Facilitate the negotiation of the acceptance criteria between the customer and vendor. D. Direct the vendor to rework the deliverable since they did not meet the requirements.

C. Facilitate the negotiation of the acceptance criteria between the customer and vendor.

In order to determine a new hybrid approach for a project, the project manager decides that an assessment of the organizational culture is needed. The project manager should consider a balance between X and Y. What do X and Y represent?: A. Exploration and stability B. Speed and traditional models C. Flexibility and predictability D. Disruption and conformity

C. Flexibility and predictability

The project manager of a software development project for a financial institution realizes that team members are unusually delayed on their assigned tasks. This is a situation the project manager has not experienced before on previous, similar projects. After further investigation, the project manager determines that the delays are linked to the resignation of an experienced team member. What should the project manager have done to avoid this situation? A. Ensured there was a detailed path to promotion B. Provided continuous guidance to team members C. Identified competency risks and developed a mitigation plan D. Scheduled periodic training for all team members

C. Identified competency risks and developed a mitigation plan

A 5-year highway construction project is in its third year of execution. The project manager received a complaint from an activist group in the neighborhood. What should the project manager have done to avoid this issue? A. Ask the project communications team to address the complaint. B. Request the formal notification complaint from the activist group C. Identify the neighborhood representatives in the communications management plan. D. Identify the risks associated with the highway construction project.

C. Identify the neighborhood representatives in the communications management plan

A company is transitioning from using a predictive approach to a hybrid predictive-agile project implementation. The leadership team is concerned about benefits realization and is closely following up on one of the project iterations with the project manager. What should the project manager do in this situation? A. Update the leadership team with a quantifiable value report for each iteration. B. Demonstrate the business value to the leadership team and get their buy-in. C. Keep delivering iterations of the solution and show the benefit increments to the leadership team. D. Wait for the leadership team to share the benefits realization updates for each iteration with management.

C. Keep delivering iterations of the solution and show the benefit increments to the leadership team.

A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success? A. Start developing the project management plan based on a previous project template from the project management office (PMO). B. Conduct an impact analysis of the new initiative to determine how the project should be rolled out. C. Plan a working session focusing on the scope, vision, and mission of the initiative. D. Conduct benchmarking to determine the business viability of the initiative.

C. Plan a working session focusing on the scope, vision, and mission of the initiative

A project manager works at a construction company. The current project is a three year, multimillion-dollar initiative to rebuild a stadium. The first phase of the project has been completed within the three month timeframe and within budget. What should the project manager do next? A. Move on to the next phase. B. Secure approval from the program manager. C. Proceed with the contractual closure of the phase. D. Begin the administrative closure process.

C. Proceed with the contractual closure of the phase.

A project manager is experiencing issues with the functional manager of a project team member. The functional manager has given the team member another assignment and has told the team member that the previous project should be a lower priority. What should the project manager do? A. Escalate the issue to senior management. B. Communicate the importance of the project to the team. C. Refer the functional manager to the project charter. D. Request additional resources for your project.

C. Refer the functional manager to the project charter

A project team is completing backlog items within a four-week sprint. One of the key team members will be away for one week and will be unable to complete the tasks in progress. What should the project manager do? A. Support a knowledge transfer between the team member who will be away and the other project team members. B. Add a temporary resource to the team to help increase velocity and complete the items for this sprint. C. Remove a few items from the current sprint with agreement from the product owner. D. Increase the sprint duration so the team can complete all the planned items and present them to the product owner.

C. Remove a few items from the current sprint with agreement from the product owner.

A functional manager involved in a project complains about the latest quality metrics reports associated with all previous iterations. The team does not think this is a valid complaint. What should the project manager do first? A. Fix the reports to accommodate the functional manager's complaints. B. Speak to the functional manager's superior to check if this is a common complaint. C. Review the RACI matrix to identify who is responsible for quality metrics. D. Perform a quality audit to validate the applied quality metrics.

C. Review the RACI matrix to identify who is responsible for quality metrics.

An agile project manager is running a Kanban project but needs a tool to assess task completion roadblocks for an upcoming major milestone. What should the project manager do? A. Create a performance metric using the work in progress limit. B. Ask a trusted team member what issues are facing the team. C. Review the blocked items with the team during standup meetings. D. Host a stakeholder meeting to discuss any roadblocks.

C. Review the blocked items with the team during standup meetings

In a global, virtual project, the project manager encounters a few issues with team meetings. Some stakeholders do not participate, others complain about the scheduling, and others do not accept the meeting invitation. What should the project manager do to address this concern? A. Send a communication to the team's managers and ask for support. B. Inform the project sponsor of the situation and ask for support. C. Review the organizational culture and structure to properly coordinate meetings. D. Reschedule meetings to different times and dates according to time zones.

C. Review the organizational culture and structure to properly coordinate meetings

Due to budgetary constraints, the program manager requested that the project managers make the best use of the available resources within their projects and prioritize resources over schedule milestones. After visualizing the resource histogram, a project manager found evidence that 80% of their project's resources will be used during the last month of the project. How should the project manager proceed? A. Request that activities be fast tracked to make better use of available resources. B. Allow some of the current resources to be available for other projects. C. Suggest to the program manager that they perform an integrated resource leveling among the projects. D. Continue the project execution according to the original plan.

C. Suggest to the program manager that they perform an integrated resource leveling among the projects.

A project manager has been asked to manage an existing complex project. Some goals have already been delivered by the previous project manager. While reviewing the project management plan, the project manager realizes that one of the key deliverables is missing from the project goal. What should the project manager do next to ensure the expected project value is delivered? A. Escalate the issue about the deliverable to the project sponsor. B. Confirm the expected deliverables and rebaseline the project. C. Track the deliverable by reviewing the requirements traceability matrix. D. Use the contingency fund for more resources to complete the missing deliverable.

C. Track the deliverable by reviewing the requirements traceability matrix.

Since the beginning of a project, the product owner keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner's behavior? A. Worked on different approaches of estimating to give confidence of the cost spent in each product increment B. Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies D. Worked on a fixed-price contract to switch the product owner's attention to value instead of money

C. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies

A project is challenged by a multitude of problems resulting in defects and stakeholder complaints. The project manager has been contemplating a quick and effective approach to address the problems. Which two actions should the project manager take? (Choose two) A. Gather the project team members and have a brainstorming session. B. Refer to the organizational process assets (OPAs) to assess lessons learned. C. Use a trend analysis to engage some of the project team members. D. Use an Ishikawa diagram to help identify the problems. E. Use a Pareto chart to identify how the challenges of the project should be addressed.

D and E. Use an Ishikawa diagram to help identify the problems. and Use a Pareto chart to identify how the challenges of the project should be addressed.

A developer is complaining about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment. What should a servant leader do next? A. Ask for suggestions on how to manage their time more effectively. B. Reduce the interactions among team members to increase development time. C. Explain the definition of an information radiator to the project team. D. Acknowledge the frustration and emphasize the benefit of each activity.

D. Acknowledge the frustration and emphasize the benefit of each activity

Company A has launched a new strategic project. The goal and scope of the project were loosely defined at the executive committee meeting, and the stakeholders have been appointed. The project manager needs to hold the kickoff meeting. However, most of the stakeholders travel extensively, and the project manager is unable to schedule a meeting when all of the stakeholders will be present. How should the project manager approach the kickoff meeting? A. Hold the kickoff meeting with the available stakeholders and update others later. B. Postpone the kickoff meeting until the stakeholders have returned. C. Schedule one-on-one sessions with the stakeholders before they leave. D. Arrange a virtual team kickoff meeting with the stakeholders.

D. Arrange a virtual team kickoff meeting with the stakeholders.

A project team is arranging user testing to be completed for a project but does not have a strong enough server to do so. The team orders a new server and postpones user testing. What should the project manager do moving forward? A. Eliminate the user testing from the project plan. B. Utilize the current server to complete user testing. C. Request to expedite the new server from the supplier. D. Await the arrival of the new server and reevaluate timelines for user testing.

D. Await the arrival of the new server and reevaluate timelines for user testing.

During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project. How should the project manager address this? A. Discuss this with the resource personally, then update the resource management plan if necessary. B. Discuss this with the functional manager, then update the resource management plan if necessary. C. Discuss this with the functional manager, then update the team charter if necessary. D. Discuss this with the resource personally, then update the team charter if necessary.

D. Discuss this with the resource personally, then update the team charter if necessary

At project initiation, a quote for the required services was requested from a vendor, and the work was estimated at US$100,000. As the project progressed, requirements were updated following the company's procurement process, and a modified quote was received for more than US$250,000. The allocated contingency funds are not sufficient to cover the difference. What should the project manager do? A. Restart the procurement process and select a new vendor. B. Review the contract type that will be awarded to the vendor. C. Proceed with the best offer as per the procurement process. D. Engage the steering committee and escalate the issue.

D. Engage the steering committee and escalate the issue.

A project manager is leading a project with seven key stakeholders. What should the project manager consider as the most important part of stakeholder management? A. Avoid challenging stakeholders. B. Make changes to the project schedule in real-time. C. Ensure all stakeholders receive the same information. D. Establish good working relationships with all stakeholders.

D. Establish good working relationships with all stakeholders.

A project manager is appointed to design and develop a strategy for a government organization. The project manager recognizes that the project has a limited amount of detailed information to prepare project estimates. However, several other government organizations have already successfully adopted the same strategy. In this scenario, which type of estimating method should the project manager select? A. Parametric modelling B. Analogous estimation C. Three-point estimating D. Expert judgment

D. Expert judgment

A new project manager joins an organization that has never had formal project management processes. Some team members refuse to participate in basic tasks such as taking ownership of action items at meetings. What should the project manager do? A. Set up a private meeting with the specific team members to discuss the benefits of project management. B. Create an internal document outlining the benefits of project management for all team members. C. Explore the benefits of project management with executives of the organization. D. Host a meeting with the team focused on collaborative problem solving to develop an approach to accomplishing project tasks.

D. Host a meeting with the team focused on collaborative problem solving to develop an approach to accomplishing project tasks

An urban hotel design project has an international, multidisciplinary, and cross-cultural team. The project manager is in the process of developing the first version of the project management plan. What should the project manager do? A. Allow sufficient time for the project team to prepare the project management plan before the project execution stage starts. B. Keep the project management plan summarized and at a high level to facilitate communication among the diverse team members. C. Separate the risk register from the project management plan, due to the project's complexity, making it a standalone document. D. Include the project budget and project cash flow scenarios as part of the project management plan.

D. Include the project budget and project cash flow scenarios as part of the project management plan.

A project manager is beginning a new financial software project. The regulations for compliance are clear, but the requirements are not. The company is in a very competitive environment, so the customer needs results as soon as possible. Which project life cycle should the project manager choose for this project? A. Iterative B. Predictive C. Dynamic D. Incremental

D. Incremental

A project manager is assigned to take over an ongoing project. During the quality review, it is found that 40% of the deliverables have defects and require rework, with an expected worsening trend. What should be the project manager's first step? A. Evaluate the cost of the rework. B. Review the quality management plan. C. Review the user stories. D. Perform a root cause analysis.

D. Perform a root cause analysis.

The leadership team of a company asked a project manager about the status update of the latest iteration of a project. The project manager directed the leadership team to the project folder. The leadership team informed the project manager that a specific piece of information was not found. What should the project manager have done to avoid this situation? A. Ask team members to update the project folder before sharing the link with the leadership team. B. Ask the leadership team about the needed information and provide the same. C. Check the project folder to make sure that everything is updated before sharing the folder with the leadership team. D. Regularly update the project folder to ensure project artifacts are current.

D. Regularly update the project folder to ensure project artifacts are current.

A project manager is developing a project management plan to submit to the project sponsor in two weeks. The project sponsor, however, wants to review the early resource estimates before the deadline. How should the project manager show this information? A. Work breakdown structure (WBS) B. Work breakdown structure (WBS) dictionary C. Statement of work (SOW) D. Resource breakdown structure (RBS)

D. Resource breakdown structure (RBS)

During the execution of a project in a remote area, team members complain about the way one team member behaves after work. What should the project manager do to solve this problem? A. Call a meeting with the team to discuss the problem. B. Plan a team-building session to discuss the problem. C. Review the stakeholder's expectations and discuss this with the team. D. Review the team norms and discuss this with the team.

D. Review the team norms and discuss this with the team.