A project team is working on an agile software development project. The project manager is concerned that the virtual team may not be as effective as a colocated team at headquarters.Which two actions should the project manager leverage to ensure the team is meeting performance expectations? (Choose two.)

Hold daily virtual meetings to review progress

Utilize a web-based kanban board

Require a monthly individual status report

Hold daily virtual meetings to review progress

Utilize a web-based kanban board

Task functional managers to drive accountability

Implement time-keeping software for team members

An organization is transitioning to an agile delivery approach. There is only one project that is being used as a pilot for the new approach. The project management office (PMO) manager has asked the project lead how communications with the project team and the stakeholders will be managed.What should the project lead recommend?

Send weekly reports to the PMO, and use a kanban board for the product owner and the project team

Send the weekly report to the PMO and the product owner, and use a kanban board for the project team

Invite the PMO manager to the daily standup with the project team and product owner

Send weekly reports to all stakeholders, including the project team and the product owner

An urgent meeting has been established with the project team to discuss the cause of some quality issues that are preventing delivery to the client. The product owner recommends a root cause analysis (RCA).What should the project lead do?

Discuss the product owner's recommendations with the team and implement the agreed-on solutions

Allow the team to self-organize so one of the resources can lead the team to achieve consensus

Discuss the recommendations with the test manager and request better quality control

Facilitate the meeting so anyone can share their ideas and is heard during the session

The project sponsor of a major initiative is consistently changing the prioritization of modular work packages. The team is used to three week sprints and is becoming increasingly frustrated with the daily changes in scope.What should the project manager do?

Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle.

Decrease the sprint cycle to the average reprioritization request by calculating it in days.

Set up a meeting with the project team and ask for their opinion on what to do.

Move to a Kanban strategy so that work can be reallocated more easily.

A project manager has been assigned to an education project with the objective of training a workforce in application development. One of the deliverables is to provide internships to the best students in the customer's active projects.However, the customer does not have enough projects in progress right now. The project manager decides to create several internal projects in order to ensure the internships.Which three actions should the project manager take to fulfill this scenario without adding costs for the customer? (Choose three.)

Create a work breakdown structure (WBS) of the new scope with the internal projects.

Influence the client to initiate a new project.

Manage the quality of the delivery.

Create a work breakdown structure (WBS) of the new scope with the internal projects.

Create a change request with the scope of the new internal projects.

Use the project's contingency budget.

Influence the client to initiate a new project.

Manage the quality of the delivery.

A project is in the knowledge transfer phase, and a few subject matter experts (SMEs) went to the client site for knowledge transfer. The SMEs captured various process deviations without sharing with the project team.How can the project manager ensure knowledge transfer across the team?

Ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the project management information system (PMIS).

Ask the project team to run a deviation log review meeting with the client, highlighting that the project may not be able to go live as scheduled.

Ask the project team to facilitate a lessons learned session during the project closure phase to incorporate this issue.

Ask the project management office (PMO) to provide team members with real-time visibility for deviations and facilitate team members to resolve issues.

Ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the project management information system (PMIS).

A project manager is assigned to a new marketing campaign. The sponsor gives the project manager an approved project management plan for review and explains the scope, business requirements, deliverables, and stakeholders. The project manager asks to see the project charter to gain a better understanding of the project. The sponsor says the project is small and simple so there is no need for a project charter.What should the project manager do?

Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities.

Develop the project charter and send it for approval.

Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities.

Speak with peers about the need for a project charter.

Agree that the project does not require a project charter, especially since the deliverables and milestones are included in the project management plan.

A large multi-year project requires highly skilled staff for successful deployment. The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid potential budget overrun. However, there is a risk of staff turnover during the course of the project, which may have an impact on the delivery.Which two actions should the project manager take to mitigate this risk? (Choose two.)

Enhance the competencies of the project team through training, mentoring, and coaching.

Introduce a recognition program to motivate and reward resource performance.

Meet with management to discuss dividing the project into smaller projects.

Convince senior management to hire third-party staff.

Enhance the competencies of the project team through training, mentoring, and coaching.

Increase the trained staff to create back-up for resources.

Introduce a recognition program to motivate and reward resource performance.

A project team with members from many different countries is struggling to cooperate. The project manager accepted these difficulties during the storming phase of team development, but the team has not moved to the next phase. The project is beginning to fall behind schedule.What can the project manager do to move the team to the norming phase?

Plan social activities to help foster stronger interpersonal relationships and identify shared goals.

Figure out who is behind the issues and apply progressive disciplinary techniques.

Speak with the project sponsor about changing the team composition.

Show the team the schedule impact of their communication issues and encourage them to put their differences aside.

In a software development project, the product owner and development team agree on a sprint backlog. The highest priority in the backlog is to build a payment module. The team worked on the module during the first half of the sprint, but now two developers want to spend the rest of the sprint focusing on refactoring another feature that might create issues in the future.What should the project manager do?

Restate to the developers the importance of focusing and meeting the sprint goal.

Let the developers focus on the refactoring work and discuss it in the retrospective.

Restate to the developers the importance of focusing and meeting the sprint goal.

Escalate the issue to the developers' functional managers.

Praise the developers for their proactivity and focus on quality.

From previous lessons learned working with a client, a project manager notes that the client's turn-around times on documents sent for approval were very slow and well outside of the agreed timelines.At the initial kick-off meeting with the same client, how should the project manager approach this issue for the new project?

Work with the client on an acceptable amount of time for document approval.

Update the project risk register with the potential for delays.

Inform the client that extra resources will be added to give the client more time for reviews.

Work with the client on an acceptable amount of time for document approval.

Inform the client of their responsibility in relation to document approval.

During an ongoing project, a key resource asks the project manager about the project purpose and if it is aligned with the organization's strategy.What should the project manager share with the key resource?

The updated benefits management plan

The updated project management plan

The updated benefits management plan

The updated communications management plan

The updated scope management plan

After completion of a project with specific users in various countries, the project manager's supervisor asks if the project users are satisfied with the way the project was run.What two actions should the project manager take? (Choose two.)

Send a questionnaire to the project participants and seek their feedback.

Refer to the communications management plan.

Send a questionnaire to the project participants and seek their feedback.

Refer to the communications management plan.

Obtain official approval on the new process from the various countries.

Prepare the lessons learned from the project phase.

Deliver the project materials to the users and see if they have any comments.

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved.What should be the project manager's next steps?

Conduct a proof of concept to make sure there are no problems in the revised design.

Make a change request and get formal approval from the project owner.

Inform the client of the problem and follow the change request process.

Conduct a proof of concept to make sure there are no problems in the revised design.

Amend the design specifications and pass them to the development team for reprogramming.

During the execution of a project, the finance team identified that they were not involved in building the business case for the project and will not approve the estimated return on investment (ROI).What should the project manager do?

Schedule a meeting with the product owner and finance team to agree on course corrections.

Revisit the communications management plan and make necessary adjustments.

Revisit the scope management plan and note this as a risk.

Continue developing based on the project management plan and address the issue post delivery.

Schedule a meeting with the product owner and finance team to agree on course corrections.

After the project charter's approval, the project manager needs to work on detailed project requirements, constraints, and assumptions with stakeholders.However, not all of the stakeholders are immediately available for a meeting in the short term.What should the project manager do in order to gather the information needed from stakeholders?

Email, call, or meet with each stakeholder separately to obtain their input.

Conduct a meeting to build the project management plan with the stakeholders who are available.

Email, call, or meet with each stakeholder separately to obtain their input.

Escalate to the project sponsor that not all stakeholders are available for a meeting.

Meet with the project management team to build the project management plan before consulting stakeholders.

A project manager has been selected to deliver one of an organization's key flagship solutions.Critical success factors include agility, market adaptation, and a quick response to market offerings.What is one of the key activities that the project manager should undertake to ensure company success?

Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.

Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.

Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level.What should the project manager do next with this opportunity?

Share this opportunity with another project.

Further monitor the opportunity.

Establish a contingency reserve to support the opportunity.

During a project's third iteration, two of the existing team members were replaced. As the project entered the next iteration, the team velocity dropped and the performance started to slip.What should the project manager do?

Guide the team to revert back to the forming and storming stages.

Discuss the decrease in productivity with human resources (HR).

Convene a team building event to address key performance indicators (KPIs).

Escalate the issue to the project sponsor.

While managing a project, the project manager has just noticed that the last several monthly invoices have been challenged by the client when they were clearly defined. The actual invoice payments received have also been late and were outside of the contracted payment schedule.Recent invoices have only been partially paid.What should the project manager do?

Hold a meeting with the client to address the issue.

Review past projects for payment-related lessons learned.

Add nonpayment to the issue log and keep tracking payments.

Conduct a meeting with the project team to update the procurement management plan.

Hold a meeting with the client to address the issue.

During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams.As a team facilitator, what should the project manager do to avoid this?

Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.

Reunite with the project team members affected and tell them not to reduce the team's capacity.

Hire a coach to help all project teams to improve their abilities to solve problems on their own.

Recommend to the project team members that they should improve their planning and make their stories smaller.

Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.

A new project manager was assigned to a project during implementation. The project manager realized that new tax policies are creating a risk for a cost overrun by 25%. The project manager updated the risk register and kept the project running as normal. The CEO has announced that the project could be cancelled since the acceptable cost overrun is only 20%. The project manager was quite surprised as this was new information.What should the project manager have done to avoid this?

Ensured the risk tolerance of the company was properly updated.

Implemented the communications management plan properly.

Implemented the stakeholder engagement plan correctly.

Provided a proper risk response.

Ensured the risk tolerance of the company was properly updated.

A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements.How should the project manager plan the delivery of the project?

Break down the requirements and prioritize the requirements into iterative work packages.

Ignore the unclear requirements and focus on the delivery plan of the project.

Wait for the requirements to be more clear before any further action is taken on the project.

Break down the requirements and prioritize the requirements into iterative work packages.

Escalate the issue of unclear requirements to the management team and wait for final authorization.

A company is changing their current business model. The change requires implementing a complex project using multiple agile teams.What three options should the project manager have the testing team adopt as testing mechanisms? (Choose three.)

Tests based on behavior and test-driven development

Security and performance testing

Tests based on behavior and test-driven development

Security and performance testing

An experimental approach to cover all possible choices

A new resource has joined an iterative project team. The project manager notices that the resource is unable to complete the deliverables on time.How should the project manager address this situation?

Address the lack of performance by coaching the new team member.

Discuss options to improve performance with the resource manager.

Provide performance feedback as part of the retrospective ceremony.

Address the lack of performance by coaching the new team member.

Request a more efficient replacement resource from the project sponsor.

A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts with the executives regarding the processes to be followed.How should these conflicts be resolved?

Train the executives on agile practices.

Include the executives in team retrospectives.

Negotiate with the executives and agree on a process.

Request that the executives use agile practices.

A transportation company is transforming its operational processes and the main system this company uses to move freight. The scope statement is in place. An iterative delivery approach has been agreed by all stakeholders.What does the project manager need to do next to help the team understand the work that needs to be done?

Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines.

Create the requirements management plan to outline how project requirements will be collected, analyzed, and documented, and then assign requirements to team members.

Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines.

Start working on the project management plan with work packages, a detailed schedule, and work assignments for team members.

Work directly with stakeholders on the work breakdown structure (WBS) and assign tasks with a required timeline for each team member to start the work.

After a project has been approved, a key stakeholder tells the project manager that the current project management strategy is not well defined. The project manager is also informed that the key stakeholder does not want to hold a working session.What should the project manager do first?

Share the project documents and invite the key stakeholder to discuss any concerns.

Invite the key stakeholder to the project's change control board (CCB) to discuss adjustment of the project strategy.

Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline.

Proceed with a working session for teams that do not belong to that key stakeholder.

A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months.What should the project lead do next?

Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.

Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer.

Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.

Schedule meetings with the customer to determine their ability to support multiple incremental deliveries.

Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder's request.

A new project manager is assigned to lead an agile project. The project manager wants to use motivation to encourage the team to perform well throughout the project.What should the project manager do?

Implement a reward system aimed to keep the team engaged and motivated.

Find another method to increase the team's performance.

Use the management reserves to fund some team-building activities.

Inflate project estimates to provide a financial buffer for team activities.

A project manager is leading a project that is in an advanced stage. All high-level risks identified in the risk management plan have been resolved or are no longer a risk for the project. Only low- level risks remain.What should the project manager do now?

Reevaluate identified risks and update the risk register.

Reclassify low-level risks as high-level risks.

Notify stakeholders that all high-level risks have been resolved.

Reduce the priority of project risks as all remaining risks are low-level.

Reevaluate identified risks and update the risk register.

A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently.How should the project manager respond?

Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.

Record the issue in the issue log and escalate the conflict to the project sponsor for assistance.

Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.

Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.

Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance.

The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered.What should the project manager do?

Determine the risks and identify a resolution during the retrospective meeting.

Inform stakeholders about the delay during project updates.

Discover the gaps in the communications management plan and address them accordingly.

Determine cross-dependencies and plan a spike in the next sprint.

A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project.What should the project manager do?

Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue.

Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it.

Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue.

Delay the project until the issue is addressed and no longer presents as a risk to the project.

Inform the sponsor that the issue has arisen and that the project's success may be uncertain.

A research and development team is finishing up a two year initiative. The project manager is focused on the closing activities for the project.Which activity should be considered as a priority?

Ensure that knowledge transfer activities are executed as planned.

Release the resources and plan for a project completion celebration.

Ensure that knowledge transfer activities are executed as planned.

Hold a steering committee meeting to inform them of the project completion.

Mark the product backlog completion status and update the communications management plan.

An agile project team is looking to develop quality standards for a project.How should the project manager coach the team?

Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously.

Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story.

Insist that test-driven development is implemented along with the automated testing.

Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.

Due to delays on some activities, one of the project team members has increased the scope without any approval.What should the project manager do next?

Evaluate the impacts of the changes that were made to the project.

Remove the changes to match the original requirements.

Add team members to the project to avoid more schedule delays.

Update project documentation with the new scope.

Evaluate the impacts of the changes that were made to the project.

A retail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the financial threshold but is also expected to increase market share, improve customer services, and retain more customers. The project is planned as a phased implementation, building on learning from the retrospectives during each phase.How should the business increase the value of the project?

Quantify the expected tangible and intangible benefits in the benefits management plan for each phase.

Ask the benefits owner to reassess the identified risks that are impacting the outcomes of the financial benefits.

Use a fishbone diagram to find the root cause of the lower financial benefits with the benefits owner.

Consult with experts on methods to reduce costs and increase the financial value of the project.

Quantify the expected tangible and intangible benefits in the benefits management plan for each phase.

During the implementation phase of a construction project, the customer asked a key subcontractor to deliver a work package ahead of time. The subcontractor was not prepared for it and asked the project manager for additional budget.What should the project manager do first?

Submit a change request to accelerate the project as requested.

Update the risk register and project log, and manage the budget closely.

Revise the project scope accordingly to cope with the budget changes.

Submit a change request to accelerate the project as requested.

Ask upper management for more funds, and update the project budget.

PMI PMP Practice Test 8 - Free Online Exam Questions 281-320

Question 1 / 40

A customer's technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high- priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.

What should the project manager do next?

Agree with the project team to modify and delete some of the stories in the current sprint backlog

Obtain approval from the project team and add the new story to the product backlog

Receive an agreement from the product owner and add the new story to the product backlog

Negotiate with the scrum master before adding the new story to the sprint backlog

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