A project team is prioritizing the creation of project artifacts and enforcing it rigidly, while they face issues with delays in deliverables. How should the project manager respond?

Facilitate the implementation of an automated tool for the team to manage project artifacts.

Implement stricter controls so that project artifact creation is given the utmost importance

Recognize the team's efforts for documenting artifacts and motivate them with an incentive mechanism

Advise the team that solely focusing on artifacts will not produce successful project deliverables

Due to a change in market conditions, the business value for the original project requirements has changed. What should the project manager consider for execution?

Take into consideration the requirements with the modified business value.

Evaluate and work on small requirements to deliver business value.

Negotiate with the stakeholder to deliver with existing business value.

Continue as planned since changes will have no impact on the project.

Take into consideration the requirements with the modified business value.

A supplier that the company has used for years has trouble accepting the new terms of an agile contract. They do not understand the terms in the contract and feel they should not have to sign it because they have had a long relationship with the company.Which action should the project manager take?

Train the supplier in agile approaches to help them understand the contract.

Change contract terms and conditions to avoid losing the supplier.

Issue a request for proposal (RFP) to find new suppliers with agile experience.

Ask the team if they can do the work until there is an available supplier.

A customer is unhappy after weeks of working in a newly implemented virtual environment and wants their key stakeholders to be more involved in the development processes. The customer is requesting access to the information radiators of the project management information system (PMIS). The development company has never allowed clients access to the system.What should the project manager do?

Break down the request situation to identify the root causes for the customer's dissatisfaction.

Submit the request and advise for approval, then investigate the training needs for team members and stakeholders.

Break down the request situation to identify the root causes for the customer's dissatisfaction.

Deny the request and negotiate for alternatives that will achieve the customer's desired results.

Submit the request and advise for denial, as the company has never allowed customers access to the PMIS.

A new project manager is working on a time-sensitive social media strategy for a software development company that is building a communications management plan for the stakeholders.This is the first major project since the company shifted to working remotely on a full-time basis.After reviewing all previous company artifacts, the project manager finds a standard operating procedure (SOP) document outlining how all communication should take place.How should the project manager proceed?

Assess the SOP for relevancy, make updates, and circulate to the stakeholders for comment during project planning.

Adhere to the SOP for the project, make a note of required changes, and escalate to the change management board.

Use the SOP as a base plan and make updates during the control and monitoring phase of the project.

Ignore the SOP and write a separate communications management plan for this project.

Assess the SOP for relevancy, make updates, and circulate to the stakeholders for comment during project planning.

A project team is reviewing the project business document for a phase-gate session and discovers that the benefits need to be validated by the project sponsor.Unfortunately, the project sponsor was recently changed, and the new sponsor does not seem to be supportive.What should the project manager do to address this situation?

Arrange for a discussion with the project sponsor and clarify the project business document.

Notify and escalate to the high-level management team and request that they take action.

Arrange for a discussion with the project sponsor and clarify the project business document.

Schedule a one-on-one meeting with the project sponsor to obtain their buy-in on the project benefits.

Identify and add the change in management as a risk in the risk register.

A project is being executed in multiple phases. Midway through, the customer wants to bring in a new tool to replace the existing software in the project as part of their improvement program. The project team has identified the changes and submitted the change request to the customer for approval What should the project manager do next?

Examine the business value of the change request.

Prioritize the impact of the change and modify the project management plan.

Inform management of the customer's organizational change.

Examine the business value of the change request.

Perform a team-skills versus project-skills analysis.

A company is building a minimum viable product (MVP). How can the project manager help to ensure the company builds a high-quality product?

Determine the quality metrics for the product and recommend options for improvements.

Partner with a qualified third-party vendor to develop a product that meets the requirements.

Hire a quality engineering leader to drive the strategy.

Determine the quality metrics for the product and recommend options for improvements.

Ask the product manager to spend more time improving quality.

A project manager is managing an iterative project that delivers value incrementally. Over time, the stakeholders have challenged that the team is delivering less value now than they did at the beginning of the project. The project is still predicted to be completed as planned.How should the project manager respond to the stakeholders?

Review the value delivery schedule with the project team to understand why value delivery is decreasing, implement solutions to stabilize value delivery, and communicate the corrective actions.

Explain to the stakeholders that progress is measured by the completion of project requirements that are tracked against the project schedule, and relay that the project is on schedule.

Explain to the stakeholders that value delivery is based on resources invested and the potential gain or loss reduction, and that each of these factors can vary over time.

Inform the stakeholders that the project prioritizes the highest business value items in the backlog first, and explain it is not unusual for the project to deliver less business value over time.

Review the value delivery schedule with the project team to understand why value delivery is decreasing, implement solutions to stabilize value delivery, and communicate the corrective actions.

After finalizing a complex project, the project manager notices that multiple risks became issues during the execution phase. Unfortunately, the project manager was not prepared to deal with them as they were low probability and impact risks.What should the project manager have done to avoid this situation?

Assessed and prioritized risks continuously along the project life cycle

Scheduled daily meetings with key stakeholders to assess project risks

Hired a risk analyst to constantly monitor the project risks

Classified all risks as high probability and impact

Assessed and prioritized risks continuously along the project life cycle

A project manager is about to kick off a new project with the team. Due to an unprecedented event, all team members are currently working remotely.How should the project manager ensure the continuity of information sharing for the project?

Setup clear communication channels with increased team interactions online.

Encourage the team to create and distribute larger weekly reports.

Setup clear communication channels with increased team interactions online.

Advise the team to communicate as much as possible with all team members.

Send out multiple emails regarding the project's milestone deadlines.

A project manager is assigned to an automotive product development project in the middle of the pilot phase. According to the test lab, a durability test was completed with good results six weeks ago, but there were no reports left behind by the test engineer who left the organization the previous month.What should the previous project manager have done to prevent this issue?

Built shared repository for the project in the internal server and asked the team to create, record, and save all project deliverables to the server.

Built a pair-engineering environment so that experienced engineers always work with junior engineers to assist in knowledge transfer.

Led a technical benchmark workshop every month to share state-of-the-art technology trends and ask all team members to attend the workshop.

Contracted with a third-party test lab to outsource all testing processes and required that they produce all test reports.

Built shared repository for the project in the internal server and asked the team to create, record, and save all project deliverables to the server.

A project has progressed significantly and is getting close to completion. The project manager observed that team members are no longer focused and have started arriving to work late.What should the project manager do?

Hold motivation sessions to keep team member morale high.

Engage functional managers to secure roles for team members.

Hold motivation sessions to keep team member morale high.

Ask for replacement project team members.

Penalize team members who arrive to work late.

A project manager is leading a project to develop a new mobile application. During an informal conversation, a stakeholder asked the project manager to add new features to the current sprint.What should the project manager do?

Ask the product owner to discuss this request with the stakeholder.

Request the stakeholder to wait until the following sprint planning.

Discuss this demand during the following standup meeting.

Accept the change request and negotiate the time line.

Ask the product owner to discuss this request with the stakeholder.

A project manager is leading a digital transformation project in a large geographically distributed organization. During the execution phase, the project team noticed that the organization's employees and heads of departments have different perceptions and expectations of the project and its outcome. The project manager is afraid that it may impact the project's success.Which two actions can the project manager do to resolve this issue? (Choose two.)

Foster stakeholder engagement in order to improve communication.

Share the project objectives to ensure they are properly digested.

Foster stakeholder engagement in order to improve communication.

Discuss the issue with the project sponsor in order to handle it efficiently.

Share the project objectives to ensure they are properly digested.

Insist on face-to-face meetings in order to understand the real concerns.

Proceed as planned as these situations are quite common in large projects.

During the initiation phase, a sponsor recommends that all team members should be colocated. Some of the team members need a significant amount of time to commute, and there is no office space available.What should the project manager do?

Assess the business benefits of a colocated project team.

Log this as a risk, since colocating the team will require additional costs.

Colocate the project team because that is what the sponsor requested.

Assess the business benefits of a colocated project team.

Colocate the project team because it will increase efficiency.

An organizational policy requires project managers to carry out two audits per month: one for their own project and one for another project manager's project. After a recent audit review, team members suggested that it is not fair to have their deliverables audited by a peer.What should the project manager do to avoid this situation?

Set up an audit policy in the scope management plan.

Ask the organization to remind staff that audits are a requirement.

Use casual meetings instead of audits.

Complete the audits less frequently.

Set up an audit policy in the scope management plan.

A project manager is happy to have a motivated, highly talented team working together in a cheerful atmosphere. However, many members of the team are distracted by their telephones during meetings, show up late, or interrupt one another by telling jokes.What should the project manager do first?

Remind the team of the ground rules in the next meeting.

Incentivize the team members with a monetary punctuality reward.

Speak separately to the team members causing the disruptions.

Remind the team of the ground rules in the next meeting.

Ask the team to discuss frustrating meeting experiences from past projects.

A new quality report was distributed to stakeholders after the sponsor approved it. A senior manager requests changing the colors and sizes of some of the graphs included in the report.What should the project manager do?

Advise the manager to raise a change request.

Reject the change as the report was approved previously.

Incorporate the change in a future report.

Ask the team to make the manager's requested changes.

Advise the manager to raise a change request.

During a planning session, the development team and the product owner are arguing about the effort needed to deliver a specific feature in a software development project. The product owner says that the feature can be developed in one week, whereas the team estimates that it will take at least two weeks. After several hours of discussion, they have not reached an agreement.What should the project lead do?

Educate the product owner that the project team members are the most appropriate group for assessing the effort.

Decide what should be the time estimate and proceed with the planning meeting.

Educate the product owner that the project team members are the most appropriate group for assessing the effort.

Ask the project team to accept the shorter estimate as it is important to keep a good relationship with the product owner.

Communicate to the stakeholders that the project has to be delayed for two weeks.

There are two interdependent projects: the first project is in execution, and the second one is about to be deployed. The first project has been delayed, which is now affecting the second project due to the sharing of resources.What should the project manager do in this situation?

Assess the issue with the deployment resources' availability and define a plan to deploy extra resources to the deployment team.

Ask for written commitment from the team manager assuring the deployment team can work on only one of the projects.

Assess the issue with the deployment resources' availability and define a plan to deploy extra resources to the deployment team.

Organize a meeting with the deployment team and explain that, due to a resource shortage, the project will be delayed.

Ask the procurement team to solicit offers from external providers in order to replace the internal resources for the deployment.

In the initial project meeting, a stakeholder presents a complaint about the validity of the project. The complaint occurs after the stakeholder discovers that the project will not deliver the objectives they expected and will have a higher cost.How should the project manager handle the complaint?

Reinforce the importance of the project mission and the overall vision of the work to be performed.

Highlight the reasons for the project cost increase and negotiate with the providers to reduce the cost.

Use management skills to convince the stakeholder in agreeing to the project cost.

Delay discussions with the stakeholder and request a revision of the project with the sponsors.

Reinforce the importance of the project mission and the overall vision of the work to be performed.

At the beginning of a project, a project manager is asked to provide human resources (HR) with an evaluation of every team member's performance. This evaluation will be delivered at the end of the project.How should the project manager approach this request?

Establish a set of objective and measurable performance indicators for evaluating team members and share it with the team.

Meet with HR at the end of the project and provide a confidential evaluation of every team member's performance.

Ask the project team how they would prefer to be evaluated and use those criteria to share results with HR.

Evaluate the project team members' performance based on whether the completed project fulfills its intended objectives.

A customer asks the project manager to complete a project 10 days earlier than planned due to marketing constraints. After discussing this request with the project team, the project manager concludes that this can be achieved if a few activities can be overlapped.Which approach should the project manager take?

Fast-track the activities based on limitations and dependencies.

Release the minimum viable product (MVP) earlier and enhance it in the next iteration.

Review the schedule and perform resource leveling.

Add subject matter experts (SMEs) to perform the project activities in parallel.

A project has come to a halt. What should the project manager do to get the project back on track?

Engage with the project team to understand the blockers.

Review the status of each blocker at the daily standup meeting.

Create a Kanban board that describes each blocker.

Create a radiator that places the blockers in a tabular format.

Engage with the project team to understand the blockers.

A project manager is assigned to a critical project to build a complex application for a client whose goal is to achieve an ideal state for their business model, but is unsure about how to achieve the solution. What collaboration model should the project manager recommend in this situation?

Request that proper stakeholders, including the client, are assigned.

Ask the client to specify their business needs in a contract format and approve it.

Schedule quarterly review meetings with the client.

Request that proper stakeholders, including the client, are assigned.

Ask the project team to write the business requirements based on the client's needs.

A project manager is executing a large project with many stakeholders. One of the primary stakeholders is requesting a change to the project scope. The project manager knows that this scope change will not require much effort from the project team. The project manager is worried that going through the full change control process will hold up the project schedule.What should the project manager do?

Submit a formal change request since the change is affecting the project baseline.

Ask the primary stakeholder for their official approval to avoid the change control process.

Implement the change in order to avoid changes to the schedule baseline.

Reject the change request because the project is already being executed.

Submit a formal change request since the change is affecting the project baseline.

A project manager has noticed that a specific team member rarely contributes or shares opinions during team discussions. However, the team member is effective at delivering assigned tasks on time.How can the project manager leverage this?

Engage with the team member, let them know their strengths, and encourage them to share more.

Meet with the team member prior to meetings and share their thoughts with others so everyone can benefit.

Pair this team member with a more outspoken team member so their voice can be heard more.

Ensure the team member is assigned critical path tasks to meet the schedule.

A team is about to close a deployment and is waiting to receive critical information from the customer. The customer continues to postpone sending information, which is consequently delaying the deployment.What should the project manager have done to prevent the delay?

Received all key information ahead of time

Delegated the task to the product owner

Asked the team to use the sample data

Engaged the sponsor and sought their support

Received all key information ahead of time

A project defined to be executed in four months is divided into eight iterations. During its first retrospective, the team realizes that only one member has experience doing a key project requirement.What should the project manager do?

Plan knowledge-sharing sessions within the team.

Invite the team member to share experience in the next retrospective.

Ask the sponsor to add team members with the required experience.

Plan knowledge-sharing sessions within the team.

Ask the sponsor for a training course for the team.

A project manager who is providing development support for a product notices some of their longstanding customers moving to a competitor because of improved value being delivered from their product. What should the project manager do first?

Ask the product owner if the value delivery of the product has changed.

Intensify the focus of the product to recapture the lost customers.

Put the ongoing product development on hold and discuss with the team.

Request a change to the product based on the new market insight.

A team is working on a project using a hybrid approach, and they are facing a lot of obstacles and blockers from some stakeholders. What should the project manager do to improve project performance?

Address and remove obstacles and blockers for the team.

Ask stakeholders to communicate with the team directly.

Empower the team members to remove obstacles and blockers.

Add blockers to the issue log and risk management plan.

Address and remove obstacles and blockers for the team.

A project manager and project team developing a new product are discussing which work methods and tools to use to build the deliverable. What should the result of this discussion be?

An agreed-upon work method and tools that should fit the business need and project constraints

A detailed mitigation plan on the risks for each work method and the tools used

A technology roadmap for creating similar deliverables in the future with the same tools

An agreed-upon work method and tools that should fit the business need and project constraints

A consensus that everything will run as anticipated once the tools and work methods are identified

A project manager is instructed by the project sponsor to draft the project charter. The project sponsor asks the project manager to involve a particular stakeholder in order to provide necessary resources. However, the stakeholder is refusing to get involved because the stakeholder thinks that there is no benefit in using the project deliverable.What should the project manager do to resolve this?

Meet with the stakeholder to discuss the impact of the deliverable.

Consider the stakeholder as a risk and evaluate possible solutions with the project team.

Escalate to the project sponsor due to the political nature of the issue.

Improve communication with the stakeholder to obtain their assistance in the future.

Meet with the stakeholder to discuss the impact of the deliverable.

While working on a proposal for a national-level solution, a new project manager finds that the proposal is asking for compliance from various organizations and policies. The project manager understands that while several compliances are in place, some of the specific regulatory needs for this project are not in place. Senior management advised the project manager to overlook these compliance problems, because they will be ready when that stage of the project is reached, and to continue building the proposal.What should the project manager do first?

Verify the regulatory requirements and establish a strategy for compliance.

Document the interactions with senior management in the risk register.

Advise senior management that itis ethically unprofessional to continue.

Build the proposal with an alternative set of regulatory requirements.

A company's project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner.Which action should the project manager take to improve the team's performance?

Set up a training session for all project team members.

Send an email asking all project team members to complete updates at the end of the day.

Speak individually with each project team member about making the needed updates.

Set up a training session for all project team members.

Reach out to the functional managers for support.

A company is launching a new product and decides to transition from a predictive to an agile approach. During the third sprint, the project manager notices that the team is not working as a cohesive unit.Which two rules are appropriate for the project manager to instill in the team? (Choose two.)

Strive toward continuous improvement.

Send communications to the entire team.

Only share suggestions at the end of the sprint.

A project manager is working on a large project with a very difficult client. During the course of the project, the project manager realizes that if the project team had a little more time and funding to make some minor changes, the client could realize the benefits of 25% of the project outcomes early.How should the project manager approach this?

Develop a business case and submit it to the client.

Concentrate on the current project milestones.

Make all the changes and then show the client the results.

Develop a business case and submit it to the client.

Update the project management plan for this new work.

PMI PMP Practice Test 22 - Free Online Exam Questions 841-880

A project manager works for an organization that intends to begin using agile delivery, but there is a lack of support from some business units. The project manager needs to address the lack of trust in agile.

What should the project manager recommend?

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PMI PMP Practice Test 22

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