A functional manager is concerned that the project's quality management techniques have advanced beyond the department's capabilities and wants the project team to review all quality management activities in two full-day workshops the following week. What should the project manager do next?

Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time.

Indicate that this was a not a requirement identified during project planning and it is outside of the scope.

Draft a project decision request to include in the scope for the current iteration and ask the sponsor to approve.

Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time.

Add this to the project backlog and have the product owner determine where it fits in terms of priority.

A project manager is assigned to a dental equipment development project that is in the middle of its design phase. After reviewing the project prototype, it is identified that a couple of requirements specifications are missing.Which action should the project manager take next?

Meet with the development team to review and assess the requirements specifications.

Ask the team to wait until they are able to update the requirements specifications.

Discuss with the team and build a workaround plan to immediately deliver the pending requirements specifications.

Meet with the development team to review and assess the requirements specifications.

Prepare a change request for the change control board (CCB) to remove the missing requirements specifications.

A customer discovered quality issues with the latest deliverables. However, the project team immediately resolved the issues.Now that the project is back on track, what should the project manager do next?

Perform lessons learned to ensure the issue does not happen again.

Reassess the risk log to ensure it is up to date.

Schedule a team meeting to review the issue.

Monitor quality metrics to ensure the project continues as planned.

A project manager uses a laissez-faire leadership style with a newly hired project team. The project manager quickly notices that team members are underperforming, the schedule is delayed, and the project is overbudget.What should the project manager have done at the start of the project?

Established goals and provided the project team with sufficient authority to work

Managed the team as necessary and allowed them to work on their own

Adapted a direct management style according to the project team's needs

Established goals and provided the project team with sufficient authority to work

Adapted a servant leader management style to support the team's development

A project stakeholder has expressed concern that the established success criteria for the project are not being met. What should the project manager do next?

Review the established project benefits tracking metrics.

Document the agreed-upon ownership of benefits realization.

Review the established project benefits tracking metrics.

Create a project benefits management plan.

Update the project business case document.

A project team member informs the project manager that a stakeholder is contacting the team member to request status updates. The team member is being distracted by these repeated requests, which are interfering with the completion of assigned tasks.What should the project manager do?

Review this stakeholder's communication requirements.

Inform the team member to stop sending any further updates to the stakeholder.

Increase the frequency of updates given to this stakeholder.

Raise this issue to the project sponsor in the next project status review meeting.

A project selection committee is shortlisting projects for the coming year. Which selection criteria should the project manager recommend?

Projects that maximize the business value

Projects with the least associated risks

Projects with maximum revenue generation

Projects with the least duration

Projects that maximize the business value

An agile project manager has started working in a company that builds shopping centers. The project manager wants to implement some agile practices, which are relevant to the project.What should the project manager do to gain buy-in from the different stakeholders?

Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project.

Send the project management plan, which includes the suggested agile practices, to the stakeholders.

Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project.

Ask the project management office (PMO) to get buy-in from the stakeholders because agile is an approach that differs from their previous ways of working.

Organize a meeting with a consultant to provide training to the stakeholders on agile practices.

A project manager is managing a project which is approaching the end of the execution phase. A high-level stakeholder informs the project manager that a very important requirement was not included in the scope of the project, and that without that requirement the project will deliver no value.What is the first thing the project manager should do?

Evaluate the impact that the inclusion of this new requirement will have on project performance.

Inform the stakeholder that it is impossible to add new requirements to an approved project scope.

Include the requirement into the project and schedule it as soon as possible.

Inform the project sponsor about the situation and request assistance.

Evaluate the impact that the inclusion of this new requirement will have on project performance.

A supplier informs the project manager that producing the quantity of a key component for the project will require an additional month. The project manager has to meet an important milestone in a week.What should the project manager do next?

Ask the vendor if the minimally sufficient materials can be produced in time to meet the deadline.

Perform market research to find out if there are other vendors that can produce similar kinds of materials.

Submit a change request to the change control board (CCB) asking to extend the deadline in order to reflect the late delivery.

Involve the legal department, as the vendor is breaching the contract by not delivering the full amount in time.

Ask the vendor if the minimally sufficient materials can be produced in time to meet the deadline.

Multiple agile teams are working on a product deliverable. During the last few iterations, one of the teams received several unplanned, nonproduction support requests from other teams. This affected the velocity of the team and the planned deliverable.What should the project manager do in this situation?

Direct the team to only focus on the planned deliverable and not take on any unplanned activity.

Tell the team to extend and complete the planned deliverable as well as incoming requests.

Ask the team to accommodate most of the requests in each of the iterations.

Inform members of the other teams to add these requests directly in the iteration backlog.

Direct the team to only focus on the planned deliverable and not take on any unplanned activity.

A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget.What should the project manager do?

Evaluate the fallback plan proposed by the team and submit a change request, if required.

Add additional resources to the project to fast track certain activities and reduce delays.

Communicate the delay to stakeholders and maintain the existing budget baseline.

Evaluate the fallback plan proposed by the team and submit a change request, if required.

Use the existing budget for executing the fallback plan and update the baseline.

A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected.What should the project manager do?

Conduct an earned value analysis (EVA).

Schedule a meeting with the previous project manager.

Submit a change request to the change control board (CCB).

Schedule training for project team members.

Conduct an earned value analysis (EVA).

A project manager is leading a project that has been in execution for 1 year. An experienced team member is performing well, but often disagrees with the project manager and refuses to implement their decisions. Part of the team supports the team member's defiance, while the other team members do not.What should the project manager do?

Understand what the team member wants and find possible opportunities to address it.

Conduct a performance review and define and document the goals for the team member.

Remove existing ground rules and create new ground rules that support the project manager.

Clarify decisions and request that the project team follows the project manager's decisions.

Understand what the team member wants and find possible opportunities to address it.

A project manager is working on a large project in another country and realizes that only a few people from the project team are working on all of the releases. What should the project manager do to prevent this in the future?

Review user roles and update the team charter.

Speak to the customer and add the issue to the issue log.

Document the risk register in the project charter.

Review user roles and update the team charter.

Involve the product owner to rewrite the user stories.

During the executing phase, a project manager is reviewing the issue log and finds there are outstanding high-priority issues that are still open. Most of the open issues require effort from external domain experts who are not on the project team.What should the project manager do?

Review the open issues with the issue reporter and issue a change request to hire an external domain expert.

Request that the project team members learn the required domain knowledge and resolve the open issues in a short time.

Review the open issues with the issue reporter and issue a change request to hire an external domain expert.

Ask the issue reporter to close the issues, because there are no project team members who have the required domain knowledge.

Reduce the project scope to ensure that the project team has the knowledge to deliver the system on schedule.

A project manager in one country is reporting to a lead project manager for a new software development project in another country. The lead project manager constantly requests updates from the project manager, often demanding information via multiple communication channels if the project manager does not respond within a few minutes of a request. Both of them are equal in seniority and both report to the same functional manager.How should the project manager proceed?

Negotiate a mutually agreeable feedback cycle with acceptable timelines.

Refer the lead project manager to the communications management plan.

Negotiate a mutually agreeable feedback cycle with acceptable timelines.

Update the communications management plan and the stakeholder engagement plan.

Escalate the issue to the functional manager and explain the situation to them.

A project manager and project team have brought a project back on track after mapping and removing impediments. During the current sprint, the team reported that an impediment that previously caused major delays has appeared again. The team tried implementing the same mitigation tasks that worked previously. However, the tasks are not having the same result with the impediment.What should the project manager do?

Reassess the issue as part of monitoring and controlling.

Escalate the issue with an impediment to the project sponsor.

Implement the mitigation plans listed in the organizational process assets (OPAs).

Use the contingency budget to implement schedule compression.

Reassess the issue as part of monitoring and controlling.

Within a project, senior management is requesting project information so they can analyze the data to make project decisions. What information should the project manager provide so that senior management can get a broader view of the project?

Higher-level activities completed

Resource breakdown structure (RBS)

A project manager finds an unexpected issue halfway through a customer's project. After analysis, the project team determines that the issue will affect the timeline unless more resources are allocated to the project.What should the project manager do?

Inform the customer of the issue and discuss the options so that they are able to make a decision on cost versus timeline.

Absorb the additional cost for the additional resources internally so that the project completes within the timeline.

Meet with the project team to discuss internally whether they think cost is more important to the customer than the timeline.

Adjust the timeline since, in the past, the customer would not pay any additional costs, then inform the customer of the change.

Inform the customer of the issue and discuss the options so that they are able to make a decision on cost versus timeline.

At a meeting, the project manager for an agile project indicates that the sprint goals were not met.The product owner leaves the meeting early, and the team discusses how the meeting went.Team members are confused as there were no defects for the new user stories and no new requirements were discussed.What should the project manager do in the future to avoid this situation?

Review the definition of done (DoD) with the product owner.

Get approval from the product owner on the user stories.

Create better plans to ta.st the functionality in more detail.

Include previous sprint defects and close them in the actual sprint.

In the planning phase of a software implementation project, two of the team members disagree on how to approach end-user training. The discussion has intensified and the team members are not able to agree.What should the project manager do next?

Consider the view of each team member about the issue in order to reach consensus.

Make a decision based on expert judgment as a project manager.

Remove both team members since they are not productively adding to the team.

Remove one or the team members from the project to improve team dynamics.

An agile team completes a deliverable that is to be certified by another expert team. The second team does not take the deliverable for many months.What should the servant leader do?

Review the process and remove the impediment.

Remove the certification need from the project scope.

Escalate this to the project director for a resolution.

Review the process and remove the impediment.

Escalate this to the agile lead of the second team.

A project manager has been assigned to a project that is consolidating regional operations into a global operation. The project sponsor explains that some efficiencies could be obtained from this unification.However, the sponsor is not sure if this effort will have a return on investment (ROI) and would like the project manager's opinion.What should the project manager do?

Suggest conducting a detailed cost-benefit analysis for financial feasibility before the start of the project.

Request the project sponsor to include a commitment from the stakeholders to reduce costs within the project scope.

Suggest conducting a detailed cost-benefit analysis for financial feasibility before the start of the project.

Recommend conducting an initial high-level feasibility assessment to estimate the cost and benefits.

Explain that the project manager is limited to demonstrating earned value (EV) from the project execution perspective.

A product owner does not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways.The project manager believes the product owner is not committed to the project.What should the project manager have done to avoid this situation?

Agreed with the product owner on appropriate project governance levels

Set a definition of done (DoD) that considers the work as done if not otherwise specified

Agreed with the product owner on appropriate project governance levels

Asked another product owner to attend the demonstrations on behalf of the product owner

Defined a set of external audits that can expose this situation to the project sponsor

A project manager finds that there are knowledge gaps in the project team relating to the core competencies required to deliver the desired results. What should the project manager do to achieve the desired results?

Communicate the situation to the team and plan for the necessary training and coaching arrangements.

Plan to hire more experienced team members and lay off a few of the existing team members.

Communicate the situation to the customer and inform them about potential delays in delivery.

Report the situation back to upper management and request to have the scope changed.

Communicate the situation to the team and plan for the necessary training and coaching arrangements.

A team is testing a product on multiple radio frequencies. The project manager is informed that a new government policy, expected in 2 weeks, will mandate companies to obtain approval and licensing for frequency testing. The team has completed 80% of the testing and needs 4 weeks to complete the remaining tests.Which two actions should the project manager take until the approval is received? (Choose two.)

Update the project risk checklist to consider licensing and approvals for risk identification.

Reallocate the testing resources to complete testing early before the policy takes effect.

Hire a vendor with the required expertise and infrastructure to complete the testing.

Stop testing immediately and escalate the issue to senior management for a decision.

Allow testing to continue for the complete duration as the policy may not apply to ongoing projects.

Update the project risk checklist to consider licensing and approvals for risk identification.

Reallocate the testing resources to complete testing early before the policy takes effect.

A project manager is appointed to manage an infrastructure project that spans across several countries, including different time zones within a subregion. It is likely that most of the project team members will never meet, but they will have to collaborate to ensure deliverables are met.What should the project manager do to ensure good collaboration between the remote project team members?

Plan a communication method and allow the project team members to virtually interact.

Discuss the concerns with the project sponsor and modify the project charter to include more budget for interactions.

Create a social media group platform for the team to create a supportive environment.

Set the ground rules and identify a contingency plan in the risk register.

Plan a communication method and allow the project team members to virtually interact.

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?

Met with the team, allowed team members to make decisions about what to do, and established performance goals.

Set up weekly status meetings to review team progress, prepared weekly status reports to track progress, and regularly escalated delays.

Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred.

Met with the team, allowed team members to make decisions about what to do, and established performance goals.

Conducted routine meetings and identified team members who are under performing.

A project team working on a hybrid project is struggling to achieve customer satisfaction. The team states that the customer keeps changing their priorities. Meanwhile, the customer argues that the project team does not understand their needs.What should the project manager do?

Meet with the customer and the project team to understand the problem.

Hire an external organization to audit the project and deliverables.

Ask the product owner to explain the customer needs to the project team.

Escalate to the project sponsor and request immediate intervention.

A project manager is working on a project to build a manufacturing complex. The project will run in three different phases: engineering, procurement, and construction. The procurement phase is in the initiation stage. The project sponsor wants to pursue the project phases as they have been planned, but also wants to accommodate and adjust to new data, input from the customer, and changes during the various phases as the project progresses.How should the project manager approach this project?

Use a hybrid model to combine predictive and adaptive life cycles.

Implement an adaptive project management approach.

Evaluate and decide on a phased project management approach.

Apply a predictive project management approach.

An organization is transitioning to an agile approach. At the project's first sprint review, the product owner did not accept the result of the sprint and has some concerns.What should the project manager do?

Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

Ask the project team to address the product owner's issues since the product owner is responsible for the scope in agile.

Create a record in the issue register and escalate the issue to the project steering committee.

Ask the product owner to accept the outcome since the team delivered what was agreed in the sprint planning.

Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

A project manager receives a serious complaint from a functional manager about a team member. What should the project manager do?

Discuss the issue with the functional manager to understand the reason for the complaint.

Support the team member and provide documentation to the functional manager proving their performance.

Replace the team member immediately to maintain a good relationship with the functional manager.

Protect the team member and ask the project sponsor to minimize any external interruptions.

Discuss the issue with the functional manager to understand the reason for the complaint.

A project involves exporting 150 packages to the customer. However, only 30 packages have been cleared by the customer for shipment. The logistics manager provided details to the customer 2 weeks ago and set up a weekly conference call to effectively communicate with them, but the customer has not been participating in the calls.How should the project manager handle this situation?

Find the root cause of the issue and discuss the customer's current engagement.

Request a change in the contract to include the shipment in the project management plan.

Find the root cause of the issue and discuss the customer's current engagement.

Inform the customer that subsequent packages cannot be manufactured.

Request a delivery date extension from the customer.

A project team is working on a product that is planned for multiple iterations. They are delivering incremental value.When should the value be demonstrated?

At the end of each and every iteration

After full development is completed

When the sponsor approves the increment

When a major feature is completed

At the end of each and every iteration

Toward the end of a project, the project manager did not receive approval from a key stakeholder because the necessary deliverables were not functioning as expected. What should the project manager do next?

Review the requirements traceability matrix.

Review the stakeholder engagement plan.

Review the requirements traceability matrix.

Review the quality management plan.

Review the work breakdown structure (WBS).

A project manager identifies a risk that has a high probability of occurring. How should the project manager manage this risk?

Ask the team to monitor the risk and provide an alert if it becomes an issue.

Assign a qualified team member to be the risk manager for the project.

Remove the user stories associated to that risk and avoid the impact to the project deliverables.

Submit a change request to transfer the risk to a third party in case it becomes an issue.

Ask the team to monitor the risk and provide an alert if it becomes an issue.

Due to a company merger and acquisition process, the main stakeholder of a critical project has been changed. This new stakeholder complains that they were unaware of a delay on the project of which the rest of the stakeholders were aware. All the communications about the project are shared via email at the start of every week.How should the project manager address this situation?

Discuss project requirements with the new stakeholder, and update the communications management plan.

Send evidence to the new stakeholder that the project's status was sent according to the schedule.

Suggest that the new stakeholder review the project status before the next board meeting.

Share the communications management plan with the new stakeholder.

PMI PMP Practice Test 35 - Free Online Exam Questions 1361-1400

At the start of a project, the sponsor declares that demonstrating benefits from the product will be extremely important. The project sponsor calls a meeting with the project manager and the project leadership team to discuss the best approach because the project has a high degree of uncertainty and many changes are expected.

What should the project manager propose?

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PMI PMP Practice Test 35

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