An agile team has completed 9 out of 10 stories for the sprint. During the retrospective, a few team members pointed out that they finished all of their stories. However, one team member failed to finish a story.What should the agile leader do?

Emphasize to the team that each member is responsible for their story, but the team is collectively responsible for finishing the sprint.

Suggest that the team assign stories at the beginning of the sprint based on each person's strengths to maximize performance.

Work with the product owner to remove the story from the sprint because the points cannot be split.

Ask the team to address this at the next sprint planning instead of at the retrospective.

A newly assigned project manager is reviewing the project management plan and realizes that the project is running behind schedule. What should the new project manager do to address this situation?

Modify the project management plan and get approval from relevant stakeholders.

Negotiate with the project sponsor immediately and establish a new project charter.

Modify the project management plan and get approval from relevant stakeholders.

Issue a change order to the change control board (CCB) and rebaseline the schedule.

Add more resources to recover the schedule without making changes to the baseline.

A key business stakeholder sent emails to the developers with complaints based on the last few sprints. The developers forwarded the emails to the project manager but have not yet responded to the stakeholder.What should the project manager recommend to the developers?

Set up a team meeting to discuss a response.

Analyze and perform a root cause analysis (RCA).

Add the situation to the issue log.

Forward the emails to the product owner.

Set up a team meeting to discuss a response.

An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low.What should the project manager do?

Create a risk register to identify, capture, review, and manage risks using a risk management process.

Trust the development team's risk estimation and inform the project sponsor that the risks will be evaluated at a later time.

Create a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project.

Capture all the backlog entries assessed by the development team to have evidence that risk management has been completed.

A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountability for their role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?

Leverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met.

Establish an executive review board where all stakeholders discuss and approve features and requirements.

Foster an environment of open communication where all parties can discuss issues and agree on objectives.

Leverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met.

Require proper approval of all requirements from the marketing vice president and formally document the agreements.

A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to a low-performing team. In order to get the project back on track, what should the project manager do first?

Empower the team members to conduct their job activities and hold each person accountable to improve the schedule.

Notify the project sponsor that the team is underperforming and request additional resources to compress the schedule.

Contact each team member to inform them that further schedule slips will not be tolerated by the project sponsor.

Begin holding daily meetings to assign each team member discrete tasks with specific due dates.

An IT company's office is closed abruptly due to a new government restriction. All employees are now working remotely. Project team A has a critical project delivery due in 2 weeks. The project manager, apprehensive about this sudden change, instantly emails the customer explaining that the project delivery will be delayed. The customer is unhappy with this and has escalated the issue to senior management.What should the project manager have done differently?

Assessed the situation with the project stakeholders first and communicated the impact to the customer

Disclosed to senior management in confidence, then communicated the delay to the customer

Communicated a new delivery date to the customer along with the news about the delay

Assessed the situation with the project stakeholders first and communicated the impact to the customer

Spoken to the customer on the phone and explained the reason for the delay instead of writing an email

A project manager is made aware that there are defects in the parts provided by a supplier, which are causing delays in the testing phase. The supplier claims that all parts have been delivered as per the contract. If the defects are not fixed by the supplier within one week, the product release will be impacted.What should the project manager do?

Review the procurement contract and ask the supplier to negotiate a solution.

Request a cancellation of the procurement contract with the supplier and impose a penalty.

Review the procurement contract and ask the supplier to negotiate a solution.

Escalate this issue to senior management, as the supplier is not following the procurement contract.

Request a revision of the procurement contract to include specifications for the parts.

A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank's management directed the team not to have in-person daily standups. Various team members are complaining about this, slating that there is a lack of information sharing among the team.What should the project manager do?

Hold virtual daily standups each workday morning and use collaboration tools to manage project updates.

Delegate authority to the team members and ask them to submit weekly status reports instead.

Postpone the daily standups and ask the team members to update the project manager daily via messaging.

Hold virtual daily standups each workday morning and use collaboration tools to manage project updates.

Ask senior management for permission to hold in-person team meetings once each week.

A project team member was unhappy with a new change in project governance and complained to one of the project sponsors. The project sponsor challenged the project manager.How should the project manager resolve this conflict?

Arrange a meeting with the project team member and project sponsor to discuss the change and obtain consensus.

Schedule a meeting with the project team member's functional manager and request the functional manager's support.

Arrange a meeting with the project team member and project sponsor to discuss the change and obtain consensus.

Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.

Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.

A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises.What should the project manager do to manage this?

Analyze the context of the issue.

Lead the parties to find a compromise.

Analyze the context of the issue.

Escalate the problem to the project sponsor.

Evaluate the influence of the parties involved.

A project team is performing extremely well when it comes to delivering the value-added features to the customer in each sprint. However, they are missing the documentation portion and the project manager must find a way to make sure the documentation is kept current.Which action should the project manager take?

Make documentation a standard part of the definition of done (DoD).

Assign a dedicated resource to work on the documentation during the project.

Create a specific sprint to deliver the project documentation.

Focus on the documentation after the features are delivered.

Make documentation a standard part of the definition of done (DoD).

A project manager who works for a company involved in several industries is asked to lead a software development project for a government agency. The company attempted to execute similar projects for other industries before but was unsuccessful.What should the project manager do to ensure project success?

Review the lessons learned registers from the previous projects.

Continue executing the project using expert judgment.

Review the lessons learned registers from the previous projects.

Document this information in the risk management plan.

Develop a contingency plan to prepare for possible risks.

In an advanced stage of a project, a stakeholder who is not receiving the project status report communicates this to the project manager. After checking, the project manager determines that the person is registered as a stakeholder but was not included in the communications management plan.What should the project manager do next?

Update the communications management plan to include the missed stakeholder, and send the current project status documentation to this stakeholder.

Ask the stakeholder to get the project status report from another stakeholder listed in the communications management plan.

Inform the project sponsor that there are stakeholders who are not included in the communications management plan.

Inform the stakeholder that the project team cannot provide information to anyone who is not registered in the project's communications management plan.

A company's project management office (PMO) has started to implement iterative tools. The project manager is starting a new project and has identified an opportunity to use the new tools.There is disagreement among stakeholders about the use of the adaptive tool.What should the project manager do first?

Investigate the reasons for the disagreement to understand the gap among the stakeholders and search for consensus.

Update the risk register and escalate the disagreement to the project sponsor and distribute the status to the team.

Schedule training sessions for the stakeholders on the benefits of the adaptive tools.

Discuss the situation with the stakeholders to evaluate other adaptive tools for the project.

Investigate the reasons for the disagreement to understand the gap among the stakeholders and search for consensus.

A project's business case was just approved and the project manager is creating the benefits management plan. It is unclear how the benefits from the project align with the organization's vision.What should the project manager do first to verify alignment?

Meet with the project sponsor to obtain more information.

Consult with the project team members to gain their opinions.

Ask the project team to delay the kick-off while resolving the concern.

Meet with the project sponsor to obtain more information.

Request a copy of the project assumptions log for more insight.

A company is engaged in a transformation journey, and the project manager for this endeavor is new to this project. During one of the project status update meetings, a key stakeholder, the project manager's functional manager, is dissatisfied with the work in progress, and points to the project manager.What should the project manager do?

Listen carefully and show understanding of the growing needs of the functional manager.

Show the functional manager that the progress is on time based on the schedule.

Admit that the functional manager is right and promise to rectify the situation immediately.

Schedule a one-on-one meeting with the functional manager to prove the project is on time.

Listen carefully and show understanding of the growing needs of the functional manager.

A project manager notices that the project team is unlikely to complete the development of a system on time before the testing start date, which was based on the technical complexity of the project. What should the project manager do before communicating with the client during the regular project progress meeting?

Work with the project team to evaluate the potential delay.

Ask the project sponsor to inform the client in the next update.

Do not disclose the likelihood of a delay as it is yet to happen.

Work with the project team to evaluate the potential delay.

Tell the client about the chance for the potential delay.

A team is entering into a forming stage after kickoff, with project objectives identified and team members assigned with roles and responsibilities. However, during the team meetings, a team member does not agree on project documents and makes comments that could affect the performance of other team members.What should the project manager do?

Collaborate with the team to arrive at team ground rules and publish the rules to the team.

Request team members document their decisions independently and share with each other.

Escalate the team member's disruptive behavior to their functional manager.

Observe to ensure this typical forming stage behavior does not escalate beyond what is acceptable.

A major issue about conflicting priorities has been highlighted by the project team with regard to a few stakeholder requirements. What should the project manager do?

Negotiate a common agreement with the involved stakeholders regarding the requirements.

Escalate to the project management office (PMO) and request a solution for the requirements.

Allow the project team to decide what is the most appropriate requirement to follow.

Negotiate a common agreement with the involved stakeholders regarding the requirements.

Prioritize other items for the team and deal with the conflicting requirements later.

An agile project team discovers that they are unable to implement a feature completely in the first iteration. The team believes it may not be able to complete the tasks in the second iteration. The feature is a critical component that the customer has prioritized.What should the team do?

Split the feature into smaller subfeatures, implement them, and then deliver them incrementally in multiple iterations.

Go back to the customer and explain that they cannot implement the feature completely in one iteration.

Split the feature into smaller subfeatures, implement them, and then deliver them incrementally in multiple iterations.

Ask the customer to simplify the feature so that it can be implemented in one iteration.

Reduce the scope of the feature to fit into one iteration and deliver it to the customer.

An agile team wants to maximize the work delivered for the upcoming project that involves considerable product complexity. What should the project manager do to help improve the team's collaboration approach?

Focus on the team's engagement during the next retrospective meeting.

Meet with the human resources (HR) department to ask for team support.

Follow the process of the most successful team in the organization.

Compare the team's velocity with other teams in the organization.

A global company hired a project manager for a new implementation at all of its sites. After reviewing the business case and project charter, the project manager notes that the project team has different locations and regions to consider.What should the project manager do to address this situation?

Coordinate virtual meetings to assess the project team's communication needs.

Inform the project sponsor of this situation and request cultural orientation training.

Coordinate virtual and face-to-face meetings at each site to improve communication.

Inform the steering committee of the situation and request additional resources.

A project manager is managing a project for a government owned company using an iterative approach. The first useful release to production consisted of three iterations. Each iteration was successfully checked by the client's representatives in the test environment. However, when the team started deploying to the production environment, the security team declined it.What should the project manager have done to prevent this?

Reviewed the compliance requirements with stakeholders

Implemented the authorization in the first iteration

Reviewed the compliance requirements with stakeholders

Deployed to production after the first iteration

Planned smaller iterations to review the results more often

An innovation project with a budget of over US$30 million is expected to have a large impact on the technology industry. The business area is concerned if the project will meet stakeholder expectations and raised this concern with the project manager.What should the project manager do to manage business concerns and expectations before starting the project?

Request that the project team develop a release plan and roadmap for the project.

Ask the product owner to prioritize the backlog items based on the return on investment (ROI).

Direct the project team to estimate user stories in greater detail.

Meet with the project finance team to measure market variations and product impact.

Some of the more experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work.What should the project manager do when made aware of these issues?

Adjust the project manager's management style to better fit senior team members.

Set up a team building event to bring synergy back to the project team.

Ask for advice on how to be a better mentor to these team members.

Meet daily with each senior team member to monitor project status.

An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month.What should the project manager have done to avoid this scenario?

Requested an experienced resource as a replacement

Negotiated additional time to complete the project

Allocated additional time for mentoring

Convinced the critical resource to remain on the project

After meeting with stakeholders, a project manager working at a computer gaming company is creating a project management plan for the company's newest offering. The project manager learns that the company's main competitor is scheduled to release a similar offering leveraging the newest technology. The project manager fears that the competitor's offering is better in multiple ways compared to the project manager's project.What should the project manager do?

Meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's.

Note this concern in the risk register and meet with the sales team to identify mitigation options factoring in the competitor's offerings.

Perform a Kano analysis factoring in the competitor's offering and present it to the stakeholders.

Meet with the development team to see what changes will improve the project compared to the competition's deliverable.

A new manufacturing line project is planned to be delivered in iterations for the equipment installation phase. During one of the iterations, the vendor communicates to the project manager that they will not be able to deliver some of the equipment at the agreed dates.What should the project manager do next?

Review the procurement agreements to address the situation.

Find another vendor who can fulfill the delivery dates.

Replan the remaining iterations according to the new installation dates.

Update the product backlog in order to address the delays.

Review the procurement agreements to address the situation.

A project manager assigned to an engineering construction project is receiving questions from the site engineers. Several questions are related to carrying out activities to meet timelines that compromise the work crew's safety. When reviewing these questions, the project manager realizes that the engineers do not feel empowered to make decisions.How should the project manager address this?

Reinforce to all engineers the company vision of a safety-first approach to project activities.

Consult the previous project manager to discuss how they managed these questions.

Email the company vision to the engineers and tell them they need to meet deadlines.

Reinforce to all engineers the company vision of a safety-first approach to project activities.

Ensure all engineers are aware that questions should only be submitted in their weekly reports.

A company is moving to a hybrid approach and conducted capacity activities for all of the project managers. During these capacity-building activities, the focus was on agile approaches and team facilitation skills. When starting the implementation phase, the project managers faced issues motivating the newly hired agile staff.Why are the project managers having issues motivating the agile staff?

The capacity building activities missed the servant leadership concept transfer.

Project managers are expected to become coaches in agile teams.

The agile staff is not used to being led by a project manager.

The capacity building activities missed the servant leadership concept transfer.

Transitional periods normally cause this type of problem.

A project team is identifying project risks for a bridge to be built across a river. The team needs to send out invitations for a risk workshop to better understand the risks involved.Which distribution list should the project manager use when sending out invitations?

Team members, consultants from outside the project with experience in the field, and the customer

Functional managers, team members, and external consultants with experience in the field

Weather experts, functional managers, and team members

Team members, engineers, and weather experts

A sales manager submitted a new feature request to the product owner, and the request was added to the product backlog. During the sprint planning meeting, the team struggles over which algorithm is the most efficient one to use. The team thinks that some development work is needed to decide.What should the project manager do?

Create a new item in the sprint backlog to determine the appropriate algorithm.

Ask the scrum master to choose an algorithm based on the pros and cons of each option.

Request a meeting with the product owner to help clarify the user story.

Invite the sales manager to the next sprint meeting to clarify requirements.

Create a new item in the sprint backlog to determine the appropriate algorithm.

A hybrid project has just started, which will result in a new technology that could disrupt the market if well accepted by the public. The product requires health and safety approvals from the government. As this is an innovative solution, the sponsor and product owner are unsure if it will be accepted by the public.What is the appropriate flow for product development?

Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback.

Complete development with all functionalities in perfect condition prior to demonstrating to stakeholders to ensure a great first impression.

Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback.

Complete development for each sprint and demonstrate the product increment to internal stakeholders and the government, without engaging other external stakeholders.

Complete development for must-have functionalities only and demonstrate it to a focus group, but wait until all development is complete to demonstrate it to the government.

A project manager is leading a project that will be delivered using a Scrum framework. The organization has an innovative project management office (PMO) that fully supports agile and also has a very friendly procurement team. A new vendor needs to be engaged to provide more developers for a new reporting platform.What should the project manager do?

Use a formal approach using procurement policies, procedures, forms, and work instructions.

Consult the development team and engage a vendor that is recommended by them.

Use a formal approach using procurement policies, procedures, forms, and work instructions.

Consult the product owner and engage a vendor that is recommended by them.

Use an agile approach and engage a vendor that delivered well in a previous organization.

A project manager is assigned to a time-bound internal project on quality improvement. During project execution, the project manager observes that a specific team member is being isolated by other team members.Which three actions should the project manager take? (Choose three.)

Get feedback from other team members to understand what led to this situation.

Obtain feedback from the isolated team member to understand the situation.

Arrange and conduct team-building sessions to improve team effectiveness.

Identify the isolated team member as a risk and document the situation in the risk register.

Get feedback from other team members to understand what led to this situation.

Obtain feedback from the isolated team member to understand the situation.

Allow team members to resolve personal issues without involving the project manager.

Arrange and conduct team-building sessions to improve team effectiveness.

A project manager has been appointed to lead a project but has not previously worked with the project team members. The project manager notices that the team is a mix of senior and junior professionals.What should the project manager do to start establishing a successful relationship?

Schedule a team-building activity and start meeting personally with the project team members.

Schedule one-on-one meetings with the project team members to coach them on how to do their work better based upon previous experience.

Start speaking with each team member separately to understand their needs and personal goals to determine a leadership style.

Establish authority in the team by setting ground rules and key performance indicators (KPIs).

Schedule a team-building activity and start meeting personally with the project team members.

PMI PMP Practice Test 31 - Free Online Exam Questions 1201-1240

A project manager is reviewing the status of a large project with team members in different countries. Through the status review. the project manager notices that one team is consistently behind schedule and their work often needs to be corrected.

What should the project manager do to improve the quality of this team's work?

Become a Premium Member for full access

Unlock Premium Member

PMI PMP Practice Test 31

Question

PMI PMP Practice Tests

Practice Tests