During the project planning phase, a project manager is informed that they cannot start one activity before another department implements the required IT system. What should the project manager do?

Include the dependency in the project schedule.

Fast track this dependency to avoid delaying the project.

Perform Integrated Change Control.

Ask IT to prioritize the needed system to meet the schedule.

Include the dependency in the project schedule.

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.How should the project manager build a cohesive, high-performing team?

Review the list of team members' skills and understand how they will work together to deliver the project outcomes.

Ask the human resources (HR) department to arrange interview meetings to select the team.

Organize the team members into several kick-off sessions based on technology type.

Ask prospective team members to write a short biography explaining how they can contribute to the team's success.

Review the list of team members' skills and understand how they will work together to deliver the project outcomes.

A project manager is leading a project at a contracting company, and the project team just completed an iteration. The product passed inspection, but an additional feature was added to the product. The customer notices the additional feature and thinks it will introduce new risks to the product.What should the project manager do to avoid this situation in the future?

Follow the proper change control process and evaluate the change for further impact.

Perform frequent reviews with the customer to ensure that the product is working as expected.

Manage the scope baseline to influence the factors that drive change.

Work with the customer to ensure the feature adds value.

A project team delivered a critical deliverable to the customer. The customer complained that the maintenance manual was not included.What should the project manager do next?

Review the terms and conditions of the contract.

Submit a change request to include the manual.

Review the stakeholder engagement plan.

Add the needed manual and update the risk log.

A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of contract to sign with the vendor responsible for migrating the systems. The project manager is concerned about controlling finances while delivering results.How should the project manager address this situation?

Use fixed-price increments as user stories are completed.

Sign a single agreement for the whole project.

Confirm payment after each project retrospective.

Negotiate payment after all project migration is completed.

Use fixed-price increments as user stories are completed.

A leader from project B consistently reaches out to a team member in project A for assistance.What should project A's project manager do?

Talk with project B's leader to discuss possible impacts to both projects.

Tell project A's team member to ignore project B's leader.

Talk with project B's leader to discuss possible impacts to both projects.

Allow project B's leader to continue building relationships.

Ensure project A's team member can finish the work committed to project A.

A risk was identified at the beginning of a project, and a response plan was established.Unforeseen consequences resulted in a higher level of risk. The project manager has an idea that could address the new risk in an efficient way, but the response is different from the original risk mitigation plan.What should the project manager do?

Submit the new response plan to the stakeholders for their review.

Obtain management approval prior to implementing the new risk response.

Implement the new response to address the risk.

Use the management reserve to mitigate the risk.

The testing backlog for a hybrid project has increased significantly and is becoming a bottleneck.The team has researched a tool that could resolve the bottleneck, and the project manager has been informed.What should the project manager do next?

Enroll team members in training on the tool.

Escalate the issue with the product owner.

Reduce the testing scope of the backlog.

Add developers to remove the backlog.

Enroll team members in training on the tool.

A project manager has taken over a project that has been without a project manager for the last couple of weeks. The team is feeling lost and there are a few team members who are confused about the next steps and the final outcome of the project.What should the new project manager do?

Set short-term goals in order to create a winning culture internally and praise team members for achieving them.

Ask the project sponsor to provide team members with a project direction regarding outcomes.

Avoid conflict and let the team self-organize on how they want to work on the project tasks.

Escalate the situation to the steering committee and request that more time be allotted to the project.

The operations director complains to the Chief Executive Officer (CEO) about the outcome of a project's first sprint. The operations department will not be able to support a new product due to poor performance indicators. The project team facilitator asks for feedback from the project team and is informed that performance information is available in the application server log.How should this complaint be addressed?

Invite a member of the operations team to be part of the validation and sprint meetings.

Request that the issue be included in the next board of directors meeting to explain all of the needs.

Add the complaint to the product backlog to be addressed in the next sprint.

Invite a member of the operations team to be part of the validation and sprint meetings.

Ask the operations director to define the acceptance criteria to make clear the delivery is correct.

A project manager is assigned to a yearlong project. Before the start of the design phase, a competitor announces that they will release a similar deliverable in 8 months, although with fewer features and functionality.Which two actions should the project manager take next? (Choose two.)

Discuss and review this external risk with the project sponsor.

Evaluate the impact of incremental deliverables.

Modify the project management plan with an incremental approach.

Discuss and review this external risk with the project sponsor.

Update the project artifacts to include this issue.

Evaluate the impact of incremental deliverables.

Reduce the scope items of the final deliverable.

A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway. Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.What should the project manager do first to prevent the project from going further off track?

Perform a risk assessment and define a risk response action plan.

Propose a pause in this phase to save labor costs and asset depreciation.

Proceed with the project using management reserves to cover any delays or losses.

Establish new partnerships with other suppliers in anticipation of any delays.

Perform a risk assessment and define a risk response action plan.

After a project team has been working on a project for several months, the project is cancelled.The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project.How should the project manager handle this situation?

Consult with the project management office (PMO) for guidance on project artifacts.

Archive the project artifacts on the project manager's local computer for future reference.

Document the project sponsor's instructions as the archived project artifacts.

Comply with the project sponsor's request to not archive the project artifacts.

Consult with the project management office (PMO) for guidance on project artifacts.

A project manager is newly appointed to an ongoing project that will develop a new solution using an affiliate of the company. The deploying resources will come from another entity of the company. When asked to confirm the availability of the deploying team, the deploying manager declined.What should the project manager do first?

Refer to the project's resource management plan.

Ask the project sponsor for external resources.

Reschedule the project taking this new information into account.

Create a change request to be validated by the project sponsor.

A project manager works for a company that has a reputation of delivering environmentally sustainable projects. During the half- yearly review of the project, the project manager raises serious concerns with the project sponsor regarding the project's viability and success. There are some stakeholders who oppose this project on the grounds of compromising land erosion.What should the project manager do?

Propose to close the project because it no longer fits the business values of the organization.

Request additional resources from the business unit manager due to the project's complexity.

Calculate float on the project because it has severely affected the project's major critical path.

Propose to close the project because it no longer fits the business values of the organization.

Calculate earned value (EV) because the project manager is forecasting a loss for this project in the yearly review.

A project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses.How should the project manager plan and deliver this project?

Plan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally.

Plan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project.

Agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project.

Select an agile approach and manage the project according to best practices to ensure value is delivered to the client.

An organization is producing a product using a hybrid approach with several phases. Some of the phases are planned to be executed in predictive and some in agile. During the agile phase, the project manager notices that the team members sometimes unknowingly work on the same task.What should the project manager do?

Verify that the team members have made the task assignments clear.

Communicate the task assignments to the team members in a clear manner.

Confirm that the agile coach has made the task assignments clear.

Verify that the team members have made the task assignments clear.

Verify that the product owner has made the task assignments clear.

A project manager created a contingency plan associated with a risk. The risk was realized, but the client insists on using a new workaround instead. The requested workaround will introduce delays and require additional budget.What should the project manager do?

Discuss the options with the client as part of the change control process.

Request to use the management reserve to keep the schedule.

Discuss the options with the client as part of the change control process.

Proceed with the approved risk response plan.

Mitigate risks associated with the workaround to avoid project delays.

A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints. This request does not match the project manager's expectation, since a program manager is overseeing the remaining work.How should the project manager approach the situation?

Schedule a meeting to discuss the different perspectives and agree on a decision.

Politely inform the program manager that attending these meetings is no longer required.

Provide an answer via email recommending a division of tasks between both roles.

Attend only the program meetings where the market launch is being monitored.

During the execution phase of a healthcare IT project, the project manager finds one stakeholder is very difficult to communicate with and obtain feedback from on project deliverables. What should the project manager do?

Update the stakeholder engagement plan for the stakeholder.

Share a template with the stakeholder to receive feedback on deliverables.

Use networking skills to approach the stakeholder.

Ask the project sponsor to arrange a meeting with the stakeholder.

Update the stakeholder engagement plan for the stakeholder.

In an agile project that is about 45% complete, most team members are siloed and lack an understanding of each other's work. What would have most likely caused this communication breakdown?

The daily standup meetings were not consistently attended.

The weekly project status reports were not published regularly.

The sprint review meetings were not held regularly.

The project manager failed to develop a communications management plan.

A project manager is leading a project that is at 90% completion. One of the key stakeholders requests a certification program to be included as part of the project. Another stakeholder disagrees and informs the project team that there should be no change to the project management plan since the project is nearing completion.What should the project manager do?

Raise a change request to the change control board (CCB) and inform the project sponsor about the change.

Update the project management plan and adjust the project budget with this change request.

Ask the key stakeholder to take the lead in handling the request since they are more knowledgeable.

Request a meeting with the stakeholders and their team members to inform them about this change.

In a product development project, the project manager is constantly receiving complaints from stakeholders about functionalities being delivered, but not required by the business departments.The project sponsor wants to know if the project resources are being used effectively.What should the project manager have done to avoid delivering work that is not adding value to the business?

Encourage the product owner to meet with the stakeholders and create a product backlog based on their needs.

Ask the stakeholders to document their complaints in change requests.

Define a product scope and ask the stakeholders to not deviate from it.

Encourage the product owner to meet with the stakeholders and create a product backlog based on their needs.

Document the stakeholders' needs, review them during the retrospective, and create improvement plans.

The project leader for an agile team has discovered that a certain team member has been struggling with an impediment that is hindering the team's progress. The project is now at risk of completing later than expected.What should the project leader do?

Identify the impediment and associated risks at the daily standup.

Escalate the impediment and associated risks to the business sponsor.

Identify the impediment and associated risks at the daily standup.

Report the impediment to the functional manager.

Identify the impediment during the retrospective.

A project manager is working on a project using a hybrid approach. The project is scheduled to be completed in three more sprints. One of the team members notifies the project manager that they are leaving the company, which was approved by their functional manager.What should the project manager do first in this situation?

Review the risk management plan and mitigation plan to understand the impact of this issue.

Ask the functional manager for an immediate replacement for the team member.

Review the risk management plan and mitigation plan to understand the impact of this issue.

Ask the functional manager why a decision was made without consulting them.

Use soft skills to influence the team member to stay until the project is completed.

During the execution of a hybrid project, one developer had to be replaced. The new resource is extremely competent in quality assurance tasks, but does not have much experience in development.What should the project manager do?

Allow the team to reevaluate the tasks and determine how they should be allocated.

Request that all quality assurance tasks be allocated to the new resource.

Move the developer to another team and look for a replacement developer.

Maintain the same task allocation structure to avoid any disruption in the project team.

A project team is globally distributed with team members living and working in different time zones. The project manager is trying to get the team to collaborate effectively.Which three actions should the project manager take to accomplish this goal? (Choose three.)

Send out a survey to review the preferred method, timing, and frequency for communications.

Review the communications strategy with the team regularly with a view for continuous improvement.

Compile a communications management plan with input from all stakeholders and distribute for review and approval.

Send out a survey to review the preferred method, timing, and frequency for communications.

Review the communications strategy with the team regularly with a view for continuous improvement.

Compile a communications management plan with input from all stakeholders and distribute for review and approval.

Require the team to have daily mandatory meetings with the project management office (PMO).

Recommend the use of formal written documentation in all project communications.

In a project steering committee meeting, a few stakeholders raise concerns that the project manager's report shows that the outcome of the project is already in the market while the project is still in development. The project manager explains that the project is being delivered in sprints and involves different releases.What should the project manager do to avoid a reoccurrence of this scenario?

Ensure the content of the project report is clearly understood and request any necessary feedback.

Ensure that all product features are completed as per the communicated specifications before releasing to market.

Send a detailed report to each steering committee member ahead of the meeting.

Invite critical stakeholders to the daily project review meetings to ensure their full engagement and involvement.

A company has an existing contract to maintain and enhance a client's customer database. The company's legal department informs the project manager that a new piece of legislature requiring stricter protection of customer information might soon be signed into law. The law will require additional security features to be implemented into the database the project manager is maintaining. These features are not included in the scope of the current contract.What should the project manager do?

Update the risk register to include this issue and discuss the appropriate risk response plans with the project sponsor and client.

Ask the legal department to raise the issue in the next contract negotiation with the customer.

Seek the project sponsor's support to influence the client to amend the contract immediately.

Wait until the legal requirements are finalized so the change in scope can be concretely defined.

A company has decided to initiate a project to eliminate a sales channel that has been unprofitable for the past 3 years. Some members of the project team are pessimistic about the project.What should the project manager do in this situation?

Communicate the project's impact and plans to engage the project team throughout the project.

Engage the functional managers to describe the project's impact to the team members directly.

Escalate the team's concerns and ask the project sponsor to change the team's composition.

Provide team members with specific and clear instructions on the project objectives and tasks.

A geographically distributed project team working on an iterative project adopts a new mode of communication following changes in health protocols. The colocated team members are finding themselves challenged with understanding verbal communication and collaboration methods.What should the project manager do?

Organize a team meeting to resolve the communication challenges.

Add collaboration tools to the communications management plan.

Allow collaboration to smooth out communication between team members.

Escalate these communication challenges to the project sponsor.

Organize a team meeting to resolve the communication challenges.

A project with multiple teams recently transitioned from a predictive approach to agile as requested by the product owner. Midway through implementation, a team member noticed there was no technical capability to support the current business requirement; therefore, the project will need to be reworked and the issue needs to be communicated to all stakeholders.What should the agile project lead have done to avoid this situation?

Assessed the technical and organizational readiness for the project and identified risks at the beginning of the first iteration

Requested the product owner's approval to add an external expert to define the acceptance criteria

Defined a clear acceptance criteria at the initiation phase and continued with the project

Assessed the technical and organizational readiness for the project and identified risks at the beginning of the first iteration

Increased the communications between the team member and the product owner

A company has been following a predictive approach and always waits for the preceding phase to be completed before evaluating the quality of their products. A new project manager with experience in hybrid approaches has been assigned to help increase the efficiency of the company's quality management process.What should the new project manager do to address the process improvements?

Understand the context and interdependencies of the process from the team members and then define improvements.

Discuss the process improvement with the project management office (PMO) lead to update the project delivery framework.

Define a ground rule to comply with the quality standard and ask the team members to apply it.

Understand the context and interdependencies of the process from the team members and then define improvements.

Continue with the process as is, and wait until the next phase to suggest any improvements.

A human resources (HR) cost report was disclosed, by error, to all members of the project team.This situation generated a conflict between the team members about differences in their salaries.What should the project manager have done to avoid this situation?

Validated the information and the appropriate recipients per the communications management plan

Ensured reports with significant information were not included in the communications management plan

Included noncompliance punishment measures in the communications management plan

Defined the appropriate recipients for the report in the communications management plan

Validated the information and the appropriate recipients per the communications management plan

A project manager is managing a project in the execution phase, which was agreed upon with the sponsor. However, the sponsor is constantly micromanaging and requesting iterations that are affecting the team's effectiveness. The sponsor indicates that as long as the project scope is not affected, these iterations are needed to simplify the project.How should the project manager handle the situation?

Discuss reducing interruptions with the sponsor.

Review validation and control procedures.

Perform stakeholder requirements activities.

Approach the sponsor about using an agile approach.

Discuss reducing interruptions with the sponsor.

A project team is experiencing conflict between two team members. Team member A feels that team member B is always talking over team member A and does not listen to any advice. Team member B is not willing to listen to feedback.What should the project manager do to resolve the issue?

Review the ground rules for collaboration within the team.

Report the performance issue to both of the team members' supervisors.

Review the ground rules for collaboration within the team.

Modify the communications management plan and resend it to the team.

Move one of the team members to a different project team.

A project manager is nearing completion of an automation project. One of the key stakeholders requests a meeting to discuss some new ideas that would make the project even more appealing to end users. As a result, the stakeholder suggests that the project manager does not close the project.What should the project manager do first?

Review and validate the scope management plan.

Add it to the issue log as an ongoing issue.

Review and validate the scope management plan.

Update the project charter with the new requirement.

Add a risk to the risk register.

PMI PMP Practice Test 33 - Free Online Exam Questions 1281-1320

A new team member is assigned to a team that consistently delivers each iteration. The new team member does not understand many of the processes followed and begins to negatively impact the schedule.

What should the project manager do?

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PMI PMP Practice Test 33

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