A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration.What should the project manager do?

Ask the existing team members to collaborate with the SME and complete the activity.

Bring the SME on board immediately and discuss the implications later.

Ask the existing team members to collaborate with the SME and complete the activity.

Ask the SME to complete all of the necessary changes, which will save time.

Direct the team member to ignore the SME's changes as they were not planned.

During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone.How should the project manager approach this situation?

Review the change management plan to discuss early benefits realization with the client.

Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.

Focus on the deliverable of the next project milestone as per the client's strict instructions.

Review the change management plan to discuss early benefits realization with the client.

Evaluate whether the client's request will add extra features to the project deliverable.

A healthcare company is in the process of deploying an innovative healthcare solution globally.The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks.What should the project manager do next?

Review compliance and regulatory requirements with stakeholders.

Evaluate lessons learned from similar projects prior to deployment.

Perform a qualitative risk analysis on the identified project risks.

Review compliance and regulatory requirements with stakeholders.

Conduct a feasibility analysis of deploying the solution globally.

A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time.What should the project manager do?

Welcome and involve the contractors as part of the project team.

Ask the contractors to meet with the customer independently.

Ask the customer to develop a document with the requirements.

Warn and penalize the contractors who do not attend the meeting.

A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work.What should the project manager do next to fulfill this resource need?

Determine resource allocation options based on project priority.

Apply changes to the existing resource allocations and inform the development manager.

Meet with the sponsor to determine how to rebaseline the schedule.

Inform the sponsor of the situation and request an extension of the target completion date.

During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint.Considering a hybrid approach, what should the project manager do?

Facilitate the discussion so that the team members can reach a consensus.

Ask an external technical leader to provide input and plan the sprint.

Remove the items from the product backlog since the size couldn't be estimated.

Facilitate the discussion so that the team members can reach a consensus.

Make the decision about the backlog items based on what makes more sense.

An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.What should the agile project manager do?

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to develop more expertise and become a subject matter expert (SME).

Ask the team member to provide a training session for the rest of the team.

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to record highlights the team may want to know.

During daily team standup meetings, team members constantly ask about which tasks they should focus on first.How should the project manager ensure the team is fully productive?

Work with the product owner to ensure the project backlog is prioritized.

Review the project backlog during the team's standup meeting.

Encourage project team members to prioritize the product backlog.

Ensure team members are working according to the project plan.

Work with the product owner to ensure the project backlog is prioritized.

A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively.How should the project manager address this?

Meet with the team and agree on expectations from team members.

Develop a schedule that ensures people with personal differences work separately.

Invite the functional managers of the different units to address their personal differences.

Use an approach to the project that does not involve colocation.

Meet with the team and agree on expectations from team members.

A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money.What should the project manager do next?

Perform a cost-benefit analysis to evaluate using the Point B option.

Add the issue to the change log and request additional budget through the change control board (CCB).

Seek a decision from the construction team after explaining the project budget and schedule constraint.

Use the Point B option because it will save the project cost and time.

A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies.Before mandating any agile methods to be used in a project, what should the project manager do first?

Provide agile training to those who will be part of the project team.

Shift all existing projects to agile methodologies with a strict timeline.

Pause the current projects to align them to the new agile cadence.

Assess the organizational culture and readiness for the transformation.

A local company is developing a new product and, for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project's outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings.How should the project manager address this situation?

Determine the communication needs, environment, and tools to get the message across.

Document the risk in the risk management plan and use contingency reserves to hire a local vendor.

Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects.

Review lessons learned from previous projects and organizational process assets (OPAs).

A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements.What should the project manager do?

Include a representative from the customer to work collaboratively with the team.

Refer to the configuration management knowledge base for similar projects delivered in the past.

Arrange for a workshop with the customer to understand the business values expected from the outcomes.

Include a representative from the customer to work collaboratively with the team.

Acknowledge that the current team needs improvement and hire more qualified team members.

A project manager is managing a project with team members who are working all over the globe.The project manager notices that each team member's deliverables do not meet the requirements.What should the project manager do first?

Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding.

Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted.

Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding.

Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables.

Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes.What should the project manager do next?

Assess the impact of the risk with an expert and prioritize further outcomes with the client.

Determine the impact of the risk and prioritize outcomes that do not affect the tax module.

Delay developing the indirect tax module until the tax regulation comes into effect.

Assess the impact of the risk with an expert and prioritize further outcomes with the client.

Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.

An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.What should the project manager have done to prevent this from happening?

Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.

Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.

Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.

Ensured the stakeholder who was providing additional funds remained interested in the project.

Ensured the project team monitored and reviewed the project risk register periodically.

A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory.How should the project manager support their claim to the vendor?

Provide the failed test results along with the agreed-upon acceptance criteria.

Share unsuccessful results from previous projects with a similar scope.

Document in the risk log that the issues in the system were already identified.

Show that the acceptance criteria were changed by the vendor without approval.

A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m.What should the project manager have done to prevent this situation?

Analyzed the boundaries of the negotiations for agreement

Broken down the situation to identify the root cause

Determined communication methods and channels

Analyzed the boundaries of the negotiations for agreement

Managed and rectified the ground rule violations

The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed- upon communications management plan. This key stakeholder, however, seldom attends the status report meetings.What should the project manager do first to address this situation?

Evaluate the communication needs to discover the gaps and adjust the original plan if needed.

Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).

Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder.

Provide evidence to the project sponsor that the project is on track and the communications have been sent.

A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints.How should the project manager handle this situation?

Revisit the ground rules and team communication protocols, and discuss what is happening.

Engage a counselor to reconcile the situation between the team members affected.

Control backlog assignments and reduce direct communications between team members.

Revisit the ground rules and team communication protocols, and discuss what is happening.

Require team members experiencing the conflicts to take a day off from work.

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line.What should the project manager do first?

Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.

Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.

Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.

Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job.What should the project manager do?

Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.

Make arrangements with the resource's functional manager to relocate the team member to another existing project.

Send a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract.

Inform the human resource (HR) manager of this situation and ensure this news does not spread.

Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.

In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline to conclude the project.What should the project manager do first to meet the product leader's expectations?

Meet with the software team to review the possibility of monthly milestone reviews.

Change the project charter to indicate that the approach will be different.

Inform the product leader that they must wait until the end of the project.

Meet with the software team to review the possibility of monthly milestone reviews.

Modify the project management plan to use an agile framework to incorporate milestones.

A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report.What should the project manager do next?

Instruct the team to analyze and interpret the data before including it in the report.

Ensure the team follows standard operating procedures (SOP) for creating a stakeholder report.

Instruct the team to make only a graphical representation of all the data for the report.

Instruct the team to conduct a meeting with the stakeholders before finalizing the report.

Instruct the team to analyze and interpret the data before including it in the report.

A project manager received a request to add features and functions to the project after the scope had already been established.What should the project manager do?

Follow the change management process.

Follow the requirements management process.

Follow the stakeholder engagement process.

Follow the risk management process.

Follow the change management process.

A project manager has expertise in the technical domain. The project manager frequently demonstrates unacceptable behavior toward other team members; however, when confronted, the project manager denies this behavior.What is the reason for the project manager's behavior?

The project manager lacks emotional intelligence (EI).

The project manager lacks necessary empathy.

The project manager lacks emotional intelligence (EI).

The project manager was not properly trained.

The project manager is in the wrong project role.

A project team member, who is inexperienced in system development work is not performing well.Currently, there are no other staff members available who are qualified to complete the work.What should the project manager do?

Assess the team member's development requirements and arrange for the team member to receive training.

Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource.

Work with the functional manager to determine an incentive for the team member to complete the project.

Request a substitute for the team member with a new resource who is more skilled in system development work.

A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The human resource (HR) manager has conducted several exit interviews. Many team members have expressed that the project manager has inadequate relationship management competencies. The project manager explains that the exiting team members were lazy.What should the project manager do to prevent this high turnover rate from continuing?

Develop relationship skills as a leader and also develop the teams' emotional intelligence skills.

Avoid micromanaging the team, enforce stricter rules, and monitor employees.

Explain to the recruiting manager that a project is temporary in nature, making it different than an operational environment.

Develop relationship skills as a leader and also develop the teams' emotional intelligence skills.

Be more involved in the team member recruitment process to ensure qualified team members are chosen.

An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment.What should the project manager do?

Influence the product owner to review the engagement needed from other stakeholders.

Advise the CTO about the possible impacts caused by the project.

Influence the product owner to review the engagement needed from other stakeholders.

Continue building the backlog since they are functional requirements.

Review the organizational process assets (OPAs) for historical information from similar projects.

A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager.What should the project manager recommend that the CEO do first?

Create a framework to support project success.

Create a framework to justify project execution.

Utilize an agile approach for all upcoming projects.

Create a framework to support project success.

Utilize a predictive approach for all upcoming projects.

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two.)

Organize and assign team members to tasks where they have strengths.

Support team members to make decisions in their areas of strength.

Encourage team members to cross-check decisions with the project manager.

Vet all of the decisions before execution.

Allow team members to make limited decisions.

Organize and assign team members to tasks where they have strengths.

Support team members to make decisions in their areas of strength.

A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely. Some team members returned to their hometowns, and they are now requesting reimbursement for operational expenditures.What should the project manager do?

Follow the Perform Integrated Change Control process and submit a change request.

Review the budget and allocate funds for the reimbursements.

Update the project management plan with the incurred costs.

Ask the team members to draft a justification before processing the reimbursements.

Follow the Perform Integrated Change Control process and submit a change request.

An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time.What should the project manager do to address the problem?

Assess the situation to understand how the organization's culture impacts the decision-making process, and coach the team toward a new model.

Adopt an autocratic leadership style and dictate all decisions in order to speed up the team's velocity.

Invite senior leadership to a team-building workshop and restate the importance of accountability and leadership under the new company direction.

Define clear guidelines on how decisions should be made under the new organizational policy and reinforce them with the team on every occasion.

A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to- face meetings.How should the project manager approach this situation?

Align and agree with the stakeholder on the communication approach.

Use regular screen-sharing sessions to show the progress to the stakeholder.

Align and agree with the stakeholder on the communication approach.

Ask the manager to use virtual communication tools and online dashboards.

Create a digital dashboard to meet the manager's information needs.

A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project.What should the project manager do to get the most value from this team member?

Advise the team member to focus on the current project and consider the past conflicts as lessons learned.

Advise the team member not to share personal information from past projects with the entire team.

Consult with the project sponsor to find out if it is allowed to share personal information with the entire team.

Advise the team member to focus on the current project and consider the past conflicts as lessons learned.

Consult with human resources (HR) and check company policies on what is allowed to advise the team member.

During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project kick-off meeting, a key project stakeholder strongly objects, stating that this task is the key value of the project and should be completed on time.What should the project manager do to reduce the chances of having a strong rejection from stakeholders during the project initiation stage?

Schedule meetings with key stakeholders in advance to gather feedback on the project scope.

Develop a stakeholder-by-stakeholder engagement assessment matrix.

Send a letter to the stakeholders to inform them about the project scope and start date.

Schedule meetings with key stakeholders in advance to gather feedback on the project scope.

Identify stakeholder rejection as a risk in the project risk register.

On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices.What should the project manager do next?

Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.

Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion.

Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons.

Request that the offices in overseas locations work overtime to mitigate schedule slippages.

Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.

A new team member on a self-organizing team is finding it difficult to deliver due to the new technology being used in the project.What should the project manager do in this situation?

Mentor the team member and provide the necessary training.

Delegate other team members to complete this team member's tasks.

Mentor the team member and provide the necessary training.

Request the team member to move to another team.

Include the team member in an improvement program through a human resources (HR) request.

A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm.What should the project manager do next?

Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.

Ask the architect for the contact details for their new employer and call their account manager.

Call the account manager and ask them to retain the expert by offering them an incentive.

Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.

PMI PMP Practice Test 5 - Free Online Exam Prep & Questions

Question 1 / 40

A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head.

What should the project manager do next?

Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project.

Review the terms of reference of the steering committee to include the vendor management head.

Work with the sponsor on a communications management plan to obtain support from the vendor management head.

Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.

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