Updated Free PMI PMP Test Engine Questions with 1975 Q&As
The Best Project Management Professional PMP Professional Exam Questions
NEW QUESTION # 290
You are the project manager for a software company developing wireless mobile application. You are currently in the Risk Identification process where you are trying to identify and document all the risks that might impact your project. You have assemble your experts in one room for face-to-face discussion. You intend to use a face-to-face group judgment technique in which participants generate silently, in writing, responses to a given question/problem; responses are collected and posted, but not identified by author, for all to see; responses are openly clarified, often in a round-robin format, further iterations may follow; and a final set of responses is established by voting/ranking. Which technique are you using?
- A. Norming group technique
- B. Assumption analysis
- C. Brainstorming
- D. Delphi technique
- E. Diagramming techniques
Answer: A
NEW QUESTION # 291
Which Activity Duration Estimating technique incorporates additional timing for contingency purposes?
- A. Analogous Estimating
- B. Reserve Analysis
- C. Expert Judgment
- D. Optimistic Estimates
Answer: B
NEW QUESTION # 292
A project manager notices that the project is behind schedule because materials delivery was delayed. The procurement team informs the project manager that new government-imposed rules for the procurement of these materials caused this delay.
In what plan should these new rules be documented?
- A. Procurement management
- B. Stakeholder engagement
- C. Project management
- D. Communications management
Answer: A
Explanation:
Section: Monitoring and Controlling
NEW QUESTION # 293
You were assigned recently as the project manager of a program management office project to implement a new enterprise-wide scheduling system for use throughout your company. You identify the need for a project charter to provide you with appropriate authority for applying resources, completing the project work, and formally initiating the project. Who should issue the project charter?
- A. The customer
- B. The person who formally authorizes the project
- C. The project manager you
- D. A member of the training and development department as they will own the training on the new system
Answer: B
Explanation:
Explanation/Reference:
Explanation:
The charter is issued by the project initiator or sponsor who formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
NEW QUESTION # 294
During project charter development, a stakeholder notices that a critical item for the project is missing and cannot be covered by the management reserve. What should the project manager do next?
- A. Change the budget baseline to cover the additional cost
- B. Revise the project objectives
- C. Review and validate the business case
- D. Log it as a risk and mitigate the situation
Answer: B
NEW QUESTION # 295
A project manager for a technologically complex engagement reviews the key project indicators with the main stakeholders on a regular basis. During one of the meetings, the project sponsor explains that they are using the project manager's risk register as a way to communicate about the project at the executive level.
How should the project manager ensure that project risks are reported accurately in the risk register?
- A. List the project risks identified in the kick-off meeting.
- B. Review the risks throughout project execution.
- C. Plan to update the risks at project closure.
- D. Update the risks in the risk management plan.
Answer: B
NEW QUESTION # 296
Which of the following is a component of three-point estimates?
- A. Expected
- B. Most likely
- C. Probabilistic
- D. Anticipated
Answer: B
NEW QUESTION # 297
A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications.
What should the project manager do in this situation?
- A. Inform the project sponsor of the stakeholder's dissatisfaction.
- B. Document the issue in the issue log and send a report to management.
- C. Review the requirements traceability matrix and conduct inspections.
- D. Notify the stakeholder that arbitration procedures will be followed.
Answer: B
NEW QUESTION # 298
You are responsible for ensuring that your seller's performance meets contractual requirements. For effective contract control, you should______________
- A. Hold a bidders' conference
- B. Develop a statement of work
- C. Establish the appropriate contract type
- D. Implement the contract change control system
Answer: D
Explanation:
Section: Mix Questions
Explanation
Explanation:
Contract change control entails ensuring that contract changes are properly approved and that everyone who needs to know is made aware of such changes.
NEW QUESTION # 299
During a project's planning session, the project team discussed selecting the required information to be included in the monthly progress report This report will be produced in the Executing and Monitor and Controlling phases and will be used when communicating project progress to the client Match the scenario on the left with the action on the right.
Answer:
Explanation:
NEW QUESTION # 300
A large company is transitioning its projects to an agile approach After the transition executive management requests the information that was previously available in old reports and dashboards Many of the old reports and dashboards are no longer relevant after the shift to agile practices.
What should the project manager do in this situation?
- A. Remind the management team that an agile approach empowers teams to be self-directed and therefore there is no need for reporting
- B. Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators (KPls)
- C. Ask the management team to review the endorsed agile concepts to prove that the old information s not relevant
- D. Explain to the management team that reporting and management dashboards are not effective agile practices
Answer: B
NEW QUESTION # 301
A project manager is working with several junior engineers on a project. The project manager noticed that when the junior engineers are asked questions, they defer te more senior team members on the team for answers. Having worked with the junior engineers on another project, the project manager knows they are capable of making these minor decisions correctly.
This uncertainty from the junior engineers is now slowing progress.
'What should the project manager do?
- A. Ensure the junior engineers make decisions within a certain responsibility level and commit to it,
- B. Pair senior engineers to shadow the junior engineers and correct them throughout.
- C. Remove the junior engineers from any decision-making activity until further trained.
- D. Update the risk register to reflect the possible impact of the projects slower progress,
Answer: A
NEW QUESTION # 302
A project manager realizes that the team members are new to the hybrid approach and do not value standup meetings. Team members often arrive late. Digress into solutioning. or skip the meetings altogether.
How should the project manager improve this situation with the project team?
- A. Include a daily brainstorming session In the standup meetings to resolve pending Issues.
- B. Ask the product owner to remove team members who do not comply with standup meeting rules.
- C. Send a daily retrospective report to all team members instead of holding standup meetings.
- D. Engage the project team In implementing and Improving key aspects of the standup meetings.
Answer: A
NEW QUESTION # 303
A project manager realizes that the team members are new to the hybrid approach and do not value standup meetings. Team members often arrive late, digress into solutioning, or skip the meetings altogether.
How should the project manager improve this situation with the project team?
- A. Engage the project team in implementing and improving key aspects of the standup meetings.
- B. Ask the product owner to remove team members who do not comply with standup meeting rules.
- C. Include a daily brainstorming session in the standup meetings to resolve pending issues.
- D. Send a daily retrospective report to all team members instead of holding standup meetings.
Answer: A
Explanation:
Explanation
Standup meetings are brief daily meetings that help teams catch up on the progress and challenges of their projects. They are a common practice in agile project management, but they can also be used in hybrid approaches that combine agile and traditional methods. The purpose of standup meetings is to share information, align on goals, and identify any blockers or risks that need to be addressed. Standup meetings are not meant to be long or detailed discussions, but rather quick and focused updates.
To improve the situation with the project team, the project manager should engage the team members in implementing and improving key aspects of the standup meetings, such as:
Setting clear expectations and rules for the standup meetings, such as the time, duration, location, format, and agenda.
Explaining the benefits and value of standup meetings for the team and the project, such as improved communication, collaboration, transparency, and accountability.
Encouraging active participation and feedback from all team members, and ensuring that everyone has a chance to speak and be heard.
Keeping the standup meetings brief, on track, and effective, by avoiding digressions, interruptions, or distractions, and by addressing any issues or questions offline or in separate meetings.
Making the standup meetings fun and engaging, by using different formats, tools, or techniques, such as gamification, visual aids, or online platforms.
By engaging the team in implementing and improving the standup meetings, the project manager can help the team members understand and value the standup meetings, and foster a positive and productive team culture.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
What Is a Daily Standup? | Coursera
Stand-up and deliver - Project Management Institute
Leading Virtual Stand Up Meetings - Project Management Academy
NEW QUESTION # 304
A team is having a hard time completing work due to unclear requirements. They have not been able to complete an iteration successfully in several months.
In order to help the team, what should the project leader do?
- A. Recommend that the team reviews the length of the iteration with the stakeholders.
- B. Recommend that the product owner reviews the backlog refinement processes.
- C. Recommend a review of the team members' individual performances.
- D. Recommend limiting the work in progress to improve the team's focus.
Answer: A
NEW QUESTION # 305
A project manager is leading a project that is in the execution phase. During a team meeting, the project manager realizes that there are two team members who lack the technical skills required for some of the upcoming tasks.
What should the servant leader project manager do next?
- A. Discuss with the human resource (HR) manager about the possibility of changing team members.
- B. Recommend to the team members to upskill themselves on the requirements for the project.
- C. Inform the sponsor about a possible delay due to the lack of skills in the team.
- D. Explore a training program that is within the project budget for the team members.
Answer: D
Explanation:
The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager's commitment to developing the team's skills and capabilities, as well as addressing the project's needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.
The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager's credibility. References: 1: PMBOKGuide, 7th edition, page 63
NEW QUESTION # 306
The Communications Management Plan should contain the following:
- A. Communications media
- B. Communications policy
- C. All of the other alternatives apply
- D. Reporting channels
- E. Selection of appropriate media to meet specific needs
Answer: C
NEW QUESTION # 307
Which tool or technique can a project manager use to select in advance a team member who will be crucial to the task?
- A. Virtual team
- B. Negotiation
- C. Pre-assignment
- D. Acquisition
Answer: C
NEW QUESTION # 308
During a project's execution phase two key business stakeholders request additional requirements be made within the same timeframe Due to limited project resources and budget, the project manager cannot fully meet the expectations of these stakeholders.
Which of the following techniques should the project manager adopt to obtain support from both of these key stakeholders'?
- A. Smooth/accommodate
- B. Compromise/reconcile
- C. Force/direct
- D. Withdraw'avoid
Answer: B
NEW QUESTION # 309
A team is assembled for a new project that will be using a predictive approach through requirements gathering and an agile approach for development and testing Not everyone on the team has experience working in agile.
The schedule has started slipping due to the unclear structure of the agile development approach.
What should the project manager have done to avoid this situation?
- A. Set up weekly status meetings to review team progress, prepared weekly status reports to track progress and regularly escalated delays
- B. Met with the team, allowed team members to make decisions about what to do and established performance goals
- C. Conducted routine meetings and identified team members who are under performing
- D. Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred
Answer: B
Explanation:
According to the PMBOK Guide, 6th edition, page 18, a project manager should use a combination of leadership styles depending on the situation and the needs of the team.
In this case, the project manager should have used a collaborative or facilitative style to engage the team members in the agile development approach, empower them to make decisions, and set clear and measurable goals.
This would have helped to create a shared vision, foster trust and commitment, and improve team performance and satisfaction.
By contrast, the other options (A, B, and D) are more indicative of a directive or controlling style, which could have increased the resistance and confusion of the team members, reduced their motivation and creativity, and created a blame culture.
References: = PMBOK Guide, 6th edition, page 18; Agile Practice Guide, page 13.
NEW QUESTION # 310
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