PMP 2023 Version 2
Question: 10 A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet 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
Question: 1 A project is approaching successful completion, and all stakeholders are really proud of the achieved results. The project management office (PMO) recommends the project manager to lead the next similar project. What should the project manager do next? A. Engage key stakeholders to complete and deliver lessons learned. B. Select the same stakeholders for the next project to avoid doing knowledge transfer. C. Present the project achievements and delegate knowledge transfer to the steering committee. D. Request the PMO to manage the lessons learned repository.
Answer: A
Question: 54 A project team is preparing a report for the stakeholders. The team gathers and collates a large 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 a stakeholder 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: A
Question: 12 A project manager is assigned to a major construction project. The project is critical to the city's population, and especially to the local government official who committed to delivering the project on time as an election promise. A new project sponsor has been assigned and wants to include aspects 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 requested changes. B. Rebaseline the project as there is now a new project sponsor, which is presenting an opportunity to review and recalibrate the project objectives. C. Invite the project sponsor to a briefing with the project team to demonstrate progress and 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
Question: 16 A project team consisting of various professionals of different nationalities is struggling to achieve their project deliverables. What should the project 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
Question: 23 A company is working on a project to develop an integration of their existing systems. There are known issues in production. What should the project manager do? A. Identify and remove impediments and mitigate the risks. B. Ensure the product owner reviews requirements with the team. C. Include acceptance criteria in the definition of done (DoD). D. Review the quality control processes and procedures.
Answer: A
Question: 27 During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this 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 another stakeholder. 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 project progresses.
Answer: A
Question: 30 At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project. What should the project manager do to move the project forward? A. Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project. B. Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input. C. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements. D. Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.
Answer: A
Question: 40 A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time. What should the project manager do? A. Welcome and involve the contractors as part of the project team. B. Ask the contractors to meet with the customer independently. C. Ask the customer to develop a document with the requirements. D. Warn and penalize the contractors who do not attend the meeting.
Answer: A
Question: 41 A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need? A. Determine resource allocation options based on project priority. B. Apply changes to the existing resource allocations and inform the development manager. C. Meet with the sponsor to determine how to rebaseline the schedule. D. Inform the sponsor of the situation and request an extension of the target completion date.
Answer: A
Question: 44 A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power 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 change control board (CCB). C. Seek a decision from the construction team after explaining the project budget and schedule constraint. D. Use the Point B option because it will save the project cost and time.
Answer: A
Question: 5 A company has started developing a new product. During execution the project team notices that another competitor has launched a product with very 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 the market. 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
Question: 51 The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreedupon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation? A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed. B. Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs). C. Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder. D. Provide evidence to the project sponsor that the project is on track and the communications have been sent.
Answer: A
Question: 57 A project team member, who is inexperienced in system development work is not performing well. Currently, there are no other staff members available who are qualified to complete the work. What should the project manager do? A. Assess the team member's development requirements and arrange for the team member to receive training. B. Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource. C. Work with the functional manager to determine an incentive for the team member to complete the project. D. Request a substitute for the team member with a new resource who is more skilled in system development work.
Answer: A
Question: 6 An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses. Which project management approach should the project manager select for this project? A. Hybrid B. Incremental C. Agile D. Phased
Answer: A
Question: 63 During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project kick-off meeting, a key project stakeholder strongly objects, stating that this task is the key value of the project and should be completed on time. What should the project manager do to reduce the chances of having a strong rejection from stakeholders during the project initiation stage? A. Develop a stakeholder-by-stakeholder engagement assessment matrix. B. Send a letter to the stakeholders to inform them about the project scope and start date. C. Schedule meetings with key stakeholders in advance to gather feedback on the project scope. D. Identify stakeholder rejection as a risk in the project risk register.
Answer: A
Question: 64 A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm. What should the project manager do next? A. Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow. B. Ask the architect for the contact details for their new employer and call their account manager. C. Call the account manager and ask them to retain the expert by offering them an incentive. D. Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.
Answer: A
Question: 67 A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework. How should the senior project manager respond? A. Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements. B. Monitor resource allocation to ensure that team members work 8 hours per day. C. Assign project tasks to the team regardless of their skills to accomplish the project schedule. D. Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.
Answer: A
Question: 71 In the daily check-in meeting, a team member informs the project team that the licenses for one of the components that will be used will expire in a couple of months. The licensing cost is significant. What should the project manager do next? A. Evaluate the impact of nonrenewal of the license. B. Escalate the licensing issue to the product owner. C. Add a spike to the backlog for an alternative design. D. Raise a change request to secure the renewal.
Answer: A
Question: 76 A project team has installed software for the client, passed the knowledge to operations, sent the final report, and celebrated. Then 1 week later, the client sendsa list of requirements that have not been met. The client is requesting to fix the issues quickly and within the initial budget. What should the project manager have done to prevent this from happening? A. Reviewed the acceptance criteria and obtained client approval. B. Allocated a risk budget for any post-release improvements. C. Conducted a pilot to understand the client's performance parameters. D. Established meetings with the client throughout the project phases.
Answer: A
Question: 78 A high-performing team is involved in a project with a new domain. The team is unable to deliver as expected. What should the project manager do? A. Support the team in identifying the area of development and address the gap. B. Dissolve the team and include the team members in other existing teams. C. Identify the struggling team members and move them out of the team. D. Set up a clear expectation that the team is to deliver as in their previous projects.
Answer: A
Question: 80 A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed. What should the project manager do? A. Meet with the design manager to ask for the necessary approval. B. Invite a design team member to the next daily meeting. C. Update the issue log and escalate it to the project sponsor. D. Replace this iteration deliverable for one without any blockers.
Answer: A
Question: 84 A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete. What should the project manager do? A. Ensure that the schedule is aligned with the vision and objectives. B. Escalate the compliance issue to the project management office (PMO). C. Congratulate the team and move on to the execution phase. D. Develop a new detailed schedule with the team and project sponsor.
Answer: A
Question: 93 Two members of a new project team disagree on the best approach to solve a problem. The conflict has been going on for 1 week. The two members are tense around each other and are taking everything personally. What should the project manager do? A. Help the team members to resolve the conflict in a way that results in the best team performance. B. Offer a compromise that is acceptable to both team members, even if it may not be the best solution. C. Understand each team member's argument and select the one that results in less risk to the project. D. Send both team members to the human resources (HR) department for an acceptable resolution.
Answer: A
Question: 14 An agile project will be delivered to a client based on a fixed price in cryptocurrency. Due to the volatility of cryptocurrency, both parties have agreed to adjust the scope to the value of the cryptocurrency at the end of every iteration and halt the project when the agreed price is reached. Which approach should be used in this situation? A. A flow-based approach starting with the smallest stories. B. An iterative approach starting with the highest value epic. C. A predictive approach with short phases. D. An incremental approach with a minimum viable product (MVP).
Answer: B
Question: 24 A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting 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 complete the job from the contract department. B. Arrange a meeting with the contract department to build trust and commitment by recognizing 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 required for project execution.
Answer: B
Question: 25 A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers. What should the project manager do? A. Request an additional resource to assist in solving all of the impediments listed by the team. B. Determine and agree when a situation becomes an impediment to be solved by the scrum master. C. Request the team review and prioritize the open impediments to resolve all of them as soon as possible. D. Push back, explaining that a self-organized team should address all of the problems to get the work done.
Answer: B
Question: 28 A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week. What should the project manager do to prepare for the audit? A. Reserve story points for the next iteration if needed. B. Review the project information. C. Ask the development team to provide compliance information. D. Ask for a waiver during the audit.
Answer: B
Question: 29 A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository. What should the project manager do to address this issue? A. Assign a team member to manage project artifacts. B. Audit the effectiveness of the management of project artifacts. C. Improve email communication protocols to manage project artifacts. D. Investigate new software tools used to manage project artifacts.
Answer: B
Question: 37 A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration. What should the project manager do? A. Bring the SME on board immediately and discuss the implications later. B. Ask the existing team members to collaborate with the SME and complete the activity. C. Ask the SME to complete all of the necessary changes, which will save time. D. Direct the team member to ignore the SME's changes as they were not planned.
Answer: B
Question: 46 A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements. What should the project manager do? A. Refer to the configuration management knowledge base for similar projects delivered in the past. B. Arrange for a workshop with the customer to understand the business values expected from the outcomes. C. Include a representative from the customer to work collaboratively with the team. D. Acknowledge that the current team needs improvement and hire more qualified team members.
Answer: B
Question: 47 A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements. What should the project manager do first? A. Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are B. Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding. C. Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the D. Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.
Answer: B
Question: 49 An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors. What should the project manager have done to prevent this from happening? A. Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds. B. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders. C. Ensured the stakeholder who was providing additional funds remained interested in the project. D. Ensured the project team monitored and reviewed the project risk register periodically.
Answer: B
Question: 58 An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment. What should the project manager do? A. Advise the CTO about the possible impacts caused by the project. B. Influence the product owner to review the engagement needed from other stakeholders. C. Continue building the backlog since they are functional requirements. D. Review the organizational process assets (OPAs) for historical information from similar projects.
Answer: B
Question: 61 A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to-face meetings. 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
Question: 66 Anew engineer was assigned to a project. Although the engineer has adequate skills for the job, they always wait for authorization from the project manager before acting. What should the project manager do? A. Obtain related training for the new team member. B. Determine the appropriate level of decision-making authority and empower the engineer. C. Make all of the decisions for the engineer in order to keep the workflow on track. D. Replace the resource with an experienced engineer.
Answer: B
Question: 70 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 that worked well for previous projects. However, a few team members are not happy with this plan. 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 that will work best. C. Allowed the project team members to use the tools that will work best for them for this project. D. Asked the project sponsor for approval to purchase the newest collaboration tool on the market.
Answer: B
Question: 72 A project manager leads a development project for a mobile chatting application. One of the experienced developers constantly creates conflicts with the other team members. As a result, the other team members are refusing to work with the developer. Since the developer is a high performer, the project goals may be negatively impacted if they leave the team. What should the project manager do in this situation? A. Meet with the developer and ask them to be respectful with the other team members and work together as a team. B. Meet with the team members and developer individually to understand the situation and build an action plan accordingly. C. Collect the team's feedback and send it to human resources (HR) to resolve the conflict. D. Arrange a team-building training session and require all of the team members to attend.
Answer: B
Question: 73 A project manager is leading a strategic and competitive advantage project for a healthcare organization that is in its testing phase. The team has been working on this project for 6 months, and the morale of the team is low due to the schedule. What can the project manager do to motivate the team? A. Continue to perform the last phase of the project with the project team as this will benefit the organization and provide a competitive edge. B. Talk to the business team about the project phase and the team's commitment, and request a monetary reward for the team. C. Speak with the project management office (PMO) and request a 2-week extension of the schedule so the team can have rotational time off. D. Meet with the horizontal team managers to recognize the team members and give rewards and promotions upon completion of the project.
Answer: B
Question: 75 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 the main stakeholders, but receives negative feedback about the product's features. The team feels that all the features met the acceptance criteria defined 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
Question: 8 A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project manager realizes that a significant regulatory feature is missing in the project 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
Question: 88 A project manager assigned to an education project needs to train a workforce in application development. The customer is responsible for providing the training center, and the deadline to start the first training is in 2 weeks. The customer calls to say that the center will not be available in 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: B
Question: 89 Knowledge sharing has been a key priority for a complex technological project with a large number of team members. During the project execution phase, the project manager receives numerous complaints from all team members that they are overloaded with knowledge-sharing emails, which contain useful information but are unmanageable due to the high volume. What should the project manager do to solve this problem? A. Establish an unofficial communications method for the team to share knowledge and lessons learned. B. Establish a pull communications method to access knowledge repositories and lessons learned. C. Establish an interactive communications method between stakeholders to share knowledge and lessons learned. D. Establish a push communications method for the team to share knowledge and lessons learned.
Answer: B
Question: 91 Refer to Exihibit According to this burnup chart for the last 7-day sprint, what should the project lead address with the product owner and team? A. The product owner should not ask the team to change their sprint commitments. B. The team is accepting too much work in the sprint after it has started. C. The team is not meeting the expectations of the product owner. D. The team should have stopped on day 4 and started a new sprint.
Answer: B
Question: 92 After the merger of two large companies, a project manager is assigned to a project. The company hires a consultant to ensure best practices are being used in information security. During an iteration, the consultant requests changes to a software component, claiming that it is not meeting market requirements. What should the project manager do? A. Continue the iteration and add the requested changes. B. Continue the iteration and review the change with the customer. C. Cancel the iteration and meet with the product owner. D. Cancel the iteration and add the requested changes.
Answer: B
Question: 96 In the past year, a company paid US$60,000 to an external subcontractor for an ongoing project. The project manager has been asked to evaluate if the project can be delivered more cost effectively this year by using internal labor. The project manager used an optimistic term of 4 months, a pessimistic term of 6 months, and a most expected term of 5 months, and has concluded that the service can be delivered with the following resources: * Two engineers (monthly salary of US$700 each) * One project manager (monthly salary of US$1,600) * Additional estimated monthly expenses of US$2,000 The project manager used the program evaluation and review technique (PERT) to calculate the savings if the project is delivered with in-house resources. 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: B
Question: 97 A project is ready to deliver the first batch of the product when a quality control check rejects the product as unfit for delivery. The root cause analysis (RCA) shows that a component added as part of the latest change request was not tested throughout the development cycle. What should the project manager do next? A. Review the change control process to ensure quality management artifacts are updated as part of the change. B. Review the quality management process and perform a process audit as part of ongoing quality assurance. C. Review the communications management plan to ensure change requests are communicated to the affected team members. D. Review the quality management process with the project management office (PMO) to ensure compliance with best practices.
Answer: B
Question: 99 A company just started managing a project using an agile approach Due to this change, the general manager is worried about the scope definition process for upcoming projects What should 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 product owner together to clarify expectations B. Meet with the general manager and convince them to return to using predictive approaches to avoid any risk C. Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements D. Ask the general manager to review every requirement to ensure an projects will deliver the requested products
Answer: B
Question: 18 A project manager at a large corporation has been assigned to oversee a customer experience project. Within the project, customer satisfaction is a big issue and there are many unresolved customer queries on a daily basis. The project manager has been informed that the customer service team is overwhelmed with these unresolved queries. Which two actions should the project manager take to correct this problem? (Choose two) A. Contact the customers in batches and inform them that the issues are being worked on currently. B. Confirm the issues truly exist by conducting a survey and other analyses that may detect the real issue. C. Deploy solutions that will track, prioritize, and resolve queries as soon as possible. D. Ask senior management to replace the customer service manager with a more qualified one. E. Request that the customer service team prioritizes work on queries that are received this week.
Answer: B C
Question: 100 How can agile measurements improve upon predictive measurements in cases where the final 10% of a project takes longer than planned? A. By scheduling iterative meetings with the product owner to improve project tracking B. By focusing on the delivery of incremental working products lo the customer C. By reviewing burnup charts to determine the effort required against estimated earned value D. By conducting daily standups to more accurately track project deliverables
Answer: C
Question: 13 A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award. How should the project manager utilize the award? A. Meet with the team members and ask them how to spend the reward. B. Arrange a luncheon for all team members and include team-building sessions. C. Draft a points system to allocate a portion of the money for each resource. D. Allocate the reward to the team leaders to spend on the team as they see fit.
Answer: C
Question: 15 A team has individual daily start times for each team member. Sometimes the overlap between team member working hours is short. During those times, the interactions and work as a team are reduced and ineffective. What should the project manager do? A. Inform the team members who are joining late to join early and work together. B. Allocate the overlap time for each team member and ask them to adhere to the schedule. C. Ask the team to define a team charter and agree on core working hours. D. Ask the team to start at the same time to obtain the maximum number of team working hours.
Answer: C
Question: 17 A project is ending its fifth out of six iterations. During the iteration review, a customer adds a 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: C
Question: 19 During the execution phase of a project, a new department has been created in the company. The manager of this department has requested to be involved in the regular project communications and reporting cycles. What should the project manager do? A. Ask the project team members to include the manager in all of their communications regarding this project. B. Inform the manager that only stakeholders identified in the communications management plan should be involved. C. Perform a stakeholder analysis and update the communications management plan to reflect the new situation. D. Suggest the manager contact the steering committee and project management office (PMO) to be included.
Answer: C
Question: 2 In order to increase a project's profit margin, the project manager and subject matter experts (SMEs) agreed to select the oldest model of a specific machine available in the market. When the machine reached its destination country, it was blocked by customs authorities who restricted the import of this machine model. What should the project manager have done to prevent this from happening? A. Ensured that the SMEs correctly defined the project scope and the machine model. B. Ensured the project sponsor provided enough funding to purchase the latest version of the machine. C. Ensured that regulatory compliance was considered in the quality management plan. D. Ensured that the technical team researched and selected the latest model of the machine.
Answer: C
Question: 20 A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product. What should the project manager do? A. Use the remaining time and resources to add additional scope to the project without spending the project budget. B. Ensure product quality by spending the remaining resources and time on additional quality checks for the product. C. Acknowledge the project closure criteria has been met and release the remaining budget and resources. D. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.
Answer: C
Question: 21 An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only has a predictive background, started working at the company. In the first meeting with the project manager, the director demands a weekly project status report. What should the project manager do? A. Invite the director to attend the daily standup meetings. B. Share this with the team and ask them to develop reports for the director. C. Introduce the agile aspect to the director and agree on a solution. D. Explain to the director that agile projects have live reports.
Answer: C
Question: 3 A project is behind schedule because of a delayed equipment installation. This is affecting many other activities. The manager responsible for the equipment delivery notified the project manager that there is a capacity issue for the team doing 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
Question: 32 A project manager is working on a complex project with a high degree of change. What strategy should the project manager use to ensure a successful 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
Question: 34 A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier 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
Question: 35 When a project is in its final stage, the project manager will request from the team to prepare a delivery acceptance document. What is the importance of this document to the project manager? A. Needed to close the work breakdown structure (WBS). B. Needed to share it with the stakeholders. C. Needed to close out the project or a phase. D. Needed to release the team at the end of the project.
Answer: C
Question: 36 A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head. What should the project manager do next? A. Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project. B. Review the terms of reference of the steering committee to include the vendor management head. C. Work with the sponsor on a communications management plan to obtain support from the vendor management head. D. Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.
Answer: C
Question: 38 During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone. How should the project manager approach this situation? A. Apply additional resources to realize the early deliverable and ensure the next milestone is achieved. B. Focus on the deliverable of the next project milestone as per the client's strict instructions. C. Review the change management plan to discuss early benefits realization with the client. D. Evaluate whether the client's request will add extra features to the project deliverable.
Answer: C
Question: 39 A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks. What should the project manager do next? A. Evaluate lessons learned from similar projects prior to deployment. B. Perform a qualitative risk analysis on the identified project risks. C. Review compliance and regulatory requirements with stakeholders. D. Conduct a feasibility analysis of deploying the solution globally.
Answer: C
Question: 42 An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future. What should the agile project manager do? A. Ask the team member to develop more expertise and become a subject matter expert (SME). B. Ask the team member to provide a training session for the rest of the team. C. Ask the team member to produce a lessons learned document and share it with the team. D. Ask the team member to record highlights the team may want to know.
Answer: C
Question: 48 A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next? A. Determine the impact of the risk and prioritize outcomes that do not affect the tax module. B. Delay developing the indirect tax module until the tax regulation comes into effect. C. Assess the impact of the risk with an expert and prioritize further outcomes with the client. D. Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.
Answer: C
Question: 50 A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m. What should the project manager have done to prevent this situation? A. Broken down the situation to identify the root cause B. Determined communication methods and channels C. Analyzed the boundaries of the negotiations for agreement D. Managed and rectified the ground rule violations
Answer: C
Question: 52 A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints. How should the project manager handle this situation? A. Engage a counselor to reconcile the situation between the team members affected. B. Control backlog assignments and reduce direct communications between team members. C. Revisit the ground rules and team communication protocols, and discuss what is happening. D. Require team members experiencing the conflicts to take a day off from work.
Answer: C
Question: 53 In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline 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 incorporate milestones.
Answer: C
Question: 56 A project manager has expertise in the technical domain. The project manager frequently demonstrates unacceptable behavior toward other team members; however, when confronted, the project manager denies this behavior. What is the reason for the project manager's behavior? A. The project manager lacks necessary empathy. B. The project manager lacks emotional intelligence (El). C. The project manager was not properly trained. D. The project manager is in the wrong project role.
Answer: C
Question: 59 A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager. What should the project manager recommend that the CEO do first? A. Create a framework to justify project execution. B. Utilize an agile approach for all upcoming projects. C. Create a framework to support project success. D. Utilize a predictive approach for all upcoming projects.
Answer: C
Question: 62 A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager 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 the entire team. B. Consult with the project sponsor to find out if it is allowed to share personal information with the entire team. C. Advise the team member to focus on the current project and consider the past conflicts as lessons learned. D. Consult with human resources (HR) and check company policies on what is allowed to advise the team member.
Answer: C
Question: 65 A project manager is working on a multinational project that has more than 100 stakeholders. The project manager is concerned about the appropriate stakeholder participation and involvement level required for successful project delivery. What should the project manager do? A. Communicate with the stakeholders to find a solution. B. Review the issue log with the project stakeholders. C. Evaluate the stakeholder engagement assessment matrix. D. Perform a stakeholder assumption and constraint analysis.
Answer: C
Question: 68 An agile team is working on a 2-week sprint to deliver business value. About 1 week after the sprint starts, the team members do not feel confident about the product increment they are building. They do not want to wait until the end of the sprint and want to validate the product increment with the product owner now. What should the project manager do to mitigate this risk? A. Extend the sprint end date in anticipation of feedback from the product owner that will require extra work. B. Schedule an additional interim demo with the product owner. C. Address the issue as part of the retrospective. D. Ask the team to work overtime toward the end of the sprint to meet the original sprint end date.
Answer: C
Question: 69 A project lead is working on an agile project to build the team's vision, including the decisionmaking process. It was decided that the team will vote 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 team makes 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
Question: 77 A project that is using an incremental approach has colocated team members and is using a kanban board to visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on hold until a 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: C
Question: 79 During a project meeting, the project manager expressed the importance of delivering reports on time. These individual reports will be consolidated into a single report. One of the team member's reports was not delivered on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of teamwork and impacts project success. What should the project manager do to resolve this issue? A. Assign the task to someone else on the team. B. Discuss it with the team member in confidence. C. Discuss this matter during the project meeting. D. Include this item in the risk register.
Answer: C
Question: 81 A project manager has been assigned to lead an IT project to store information on sold lottery tickets. During the project execution, a failure in the system caused 10 numbers to be sold two times. This happened during the month of greatest demand because the prize was the highest of the year. The project team is concerned that one of those tickets could be the winner. What should the project manager do first? A. Reassure the sponsor by explaining the probability of this risk materializing is extremely low. B. Carry out tests to verify that the system does not fail again due to the high occurrence of events. C. Review the list of risks to verify that this issue was considered and execute the detailed action plan. D. Inform the sponsor about the issue and make a request for sufficient funds to be made available.
Answer: C
Question: 82 A project manager is working on an agile project in a changing business environment. The project sponsor is worried about benefits realization and asks the project manager to pay attention to changes that can affect the project. Which action should the project manager take to identify changes that may affect the product? A. Implement face-to-face communication between the team and product owner to change the iteration objectives as needed. B. Stop the iteration as soon as possible in case an external change that makes the product invaluable is identified. C. Take action to reprioritize the backlog after every iteration to evaluate if user stories are still valuable to the business. D. Apply a pair programming technique to react to changes immediately, even in the middle of the interaction.
Answer: C
Question: 83 In a geographically distributed team, a developer continues to delay a coding activity. This activity is on the critical path. The project manager found out that the delay is due to the developer's lack of understanding of the customer requirements shared by the off-site team. What should the project manager do? A. Replace the developer with a skilled resource. B. Perform a root cause analysis (RCA) with the team members. C. Facilitate communication to ensure clarification of the requirements. D. Conduct frequent performance reviews.
Answer: C
Question: 87 A vendor has manufactured a complex product. During a factory acceptance test, several deficiencies were identified. Product delivery is on the critical 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 in focus. 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 project on track. D. Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.
Answer: C
Question: 9 A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other. This will impact the amount of time the project managers will be able to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of their complexity. What should the project manager do as a servant leader to help achieve this transformation? A. Review the organizational process assets (OPAs) to evaluate mitigation plans for similar risks. B. Create a risk entry regarding the project manager's capacity and develop a mitigation plan. C. Empower the team to develop the necessary skills to move the project forward independently. D. Issue a change request to hire additional project managers based on the increased workload.
Answer: C
Question: 11 A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data. What should the project manager do first? A. Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment. B. Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation. C. Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned. D. Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.
Answer: D
Question: 22 Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained. How should the project manager communicate with the customer to help assure them that the project has produced quality products? A. Show the customer the tolerance and control limits. B. Show the customer sample results from the current batch. C. Show the customer a sample history of quality. D. Show the customer the quality control measurements.
Answer: D
Question: 26 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 no need 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) prior to being implemented.
Answer: D
Question: 31 A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first? A. Update the risk register and present a contingency plan to meet the deadline. B. Suggest to the customer to reduce the backlog to meet the date. C. Increase the capacity of the team to finish the project on time. D. Ask the team to propose a minimum viable product (MVP) to meet the date.
Answer: D
Question: 33 A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should 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
Question: 4 The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius is not extended by 1 km, to be aligned with the council's development plan. What should the project manager do? A. Delay the approval and ask the project sponsor for additional funding. B. Contact the council and ask for their approval to extend the scope of the project. C. Initiate a new project and discuss the request because it came in too late. D. Obtain formal acceptance for the completed work and submit a change request.
Answer: D
Question: 43 During daily team standup meetings, team members constantly ask about which tasks they should focus on first. How should the project manager 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
Question: 45 A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies. Before mandating any agile methods to be used in a project, what should the project manager do first? A. Provide agile training to those who will be part of the project team. B. Shift all existing projects to agile methodologies with a strict timeline. C. Pause the current projects to align them to the new agile cadence. D. Assess the organizational culture and readiness for the transformation.
Answer: D
Question: 55 A project manager received a request to add features and functions to the project after the scope had already been established. What should the project manager do? A. Follow the requirements management process. B. Follow the stakeholder engagement process. C. Follow the risk management process. D. Follow the change management process.
Answer: D
Question: 7 A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager 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
Question: 74 A project manager starts to receive emails from different stakeholders requesting information about the project status. What should the project manager do to avoid this in the future? A. Schedule weekly project status meetings with all stakeholders including the customer and internal resources. B. Include the project stakeholders' needs while planning the project communications strategy. C. Designate a team member to respond to the emails from these stakeholders. D. Include the stakeholders' emails in all of the project status communications.
Answer: D
Question: 85 A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB). What should the project manager do now? A. Notify the project team about the change request's approval. B. Include the new branch of the bridge in the design. C. Communicate the decision to the stakeholder who requested the change. D. Evaluate the adjustments to the project management plan.
Answer: D
Question: 86 A project is near completion but it is behind schedule. The contingency budget has already being used, although the remaining budget should be enough to complete the project. The only subject matter expert (SME) assigned to the project has been asked by their manager to solve a problem in the operations department. What should the project manager do? A. Escalate the situation to the project sponsor. B. Free the resource to handle the operations priority. C. Ask the manager to submit a change request. D. Design a negotiation strategy for this situation.
Answer: D
Question: 90 A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the details and estimates as requested by the client. What should the project manager do before sending the information to the client? A. Put the tasks with estimates in the backlog and clarify that the project will not need any reserves. B. Sequence the tasks with estimates and add standard risk reserves to use for software development. C. Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly. D. Work with the team to understand their views and add the appropriate dependencies and risks.
Answer: D
Question: 94 A project to construct an electricity generation plant is on site near a nature reserve. An environmental activist group is questioning the need for the project. The customer has informed the project manager to disregard the group as they are 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 and completion date. B. Add the activist group to the list of stakeholders and analyze the impact they may have on project delivery. C. Obey the directive from the customer since they are funding the project and are the most important stakeholder. D. Request the project team disregard all communication from the activist group and continue with their project work.
Answer: D
Question: 95 A project manager is leading a project that is in the execution phase. Due to a company reorganization, 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 the transition. B. Start looking for replacements as soon as possible to help prevent any schedule slippage. C. Engage with the project sponsor to ensure that this change does not affect the project execution. D. Determine the impact to the project and implement mitigations per the project management plan.
Answer: D
Question: 98 A project manager is assigned to a project where a vendor has been engaged to build a new system One week before user acceptance testing (UAT) is scheduled the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date. What should the project manager do next? A. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract B. Escalate to management and prepare tor project closure by canceling the contract with this vendor C. Adjust the protect schedule to accommodate the current development progress of the vendor D. Communicate with the vendor and project team and explore possibilities lor resolving the issue
Answer: D
Question: 60 A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two) A. Encourage team members to cross-check decisions with the project manager. B. Vet all of the decisions before execution. C. Allow team members to make limited decisions. D. Organize and assign team members to tasks where they have strengths. E. Support team members to make decisions in their areas of strength.
Answer: D E
