PMI PMP Practice Test - Questions Answers, Page 121
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A project manager is reviewing the status of a large project with team members in different countries. Through the status review. the project manager notices that one team is consistently behind schedule and their work often needs to be corrected.
What should the project manager do to improve the quality of this team's work?
An agile team has completed 9 out of 10 stories for the sprint. During the retrospective, a few team members pointed out that they finished all of their stories. However, one team member failed to finish a story.
What should the agile leader do?
Emphasize to the team that each member is responsible for their story, but the team is collectively responsible for finishing the sprint.
Suggest that the team assign stories at the beginning of the sprint based on each person's strengths to maximize performance.
Work with the product owner to remove the story from the sprint because the points cannot be split.
Ask the team to address this at the next sprint planning instead of at the retrospective.
A newly assigned project manager is reviewing the project management plan and realizes that the project is running behind schedule. What should the new project manager do to address this situation?
Negotiate with the project sponsor immediately and establish a new project charter.
Modify the project management plan and get approval from relevant stakeholders.
Issue a change order to the change control board (CCB) and rebaseline the schedule.
Add more resources to recover the schedule without making changes to the baseline.
A key business stakeholder sent emails to the developers with complaints based on the last few sprints. The developers forwarded the emails to the project manager but have not yet responded to the stakeholder.
What should the project manager recommend to the developers?
Analyze and perform a root cause analysis (RCA).
Add the situation to the issue log.
Forward the emails to the product owner.
Set up a team meeting to discuss a response.
An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low.
What should the project manager do?
Create a risk register to identify, capture, review, and manage risks using a risk management process.
Trust the development team's risk estimation and inform the project sponsor that the risks will be evaluated at a later time.
Create a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project.
Capture all the backlog entries assessed by the development team to have evidence that risk management has been completed.
A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountability for their role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?
Establish an executive review board where all stakeholders discuss and approve features and requirements.
Foster an environment of open communication where all parties can discuss issues and agree on objectives.
Leverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met.
Require proper approval of all requirements from the marketing vice president and formally document the agreements.
A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to a low-performing team. In order to get the project back on track, what should the project manager do first?
Empower the team members to conduct their job activities and hold each person accountable to improve the schedule.
Notify the project sponsor that the team is underperforming and request additional resources to compress the schedule.
Contact each team member to inform them that further schedule slips will not be tolerated by the project sponsor.
Begin holding daily meetings to assign each team member discrete tasks with specific due dates.
An IT company's office is closed abruptly due to a new government restriction. All employees are now working remotely. Project team A has a critical project delivery due in 2 weeks. The project manager, apprehensive about this sudden change, instantly emails the customer explaining that the project delivery will be delayed. The customer is unhappy with this and has escalated the issue to senior management.
What should the project manager have done differently?
Disclosed to senior management in confidence, then communicated the delay to the customer
Communicated a new delivery date to the customer along with the news about the delay
Assessed the situation with the project stakeholders first and communicated the impact to the customer
Spoken to the customer on the phone and explained the reason for the delay instead of writing an email
A project manager is made aware that there are defects in the parts provided by a supplier, which are causing delays in the testing phase. The supplier claims that all parts have been delivered as per the contract. If the defects are not fixed by the supplier within one week, the product release will be impacted.
What should the project manager do?
Request a cancellation of the procurement contract with the supplier and impose a penalty.
Review the procurement contract and ask the supplier to negotiate a solution.
Escalate this issue to senior management, as the supplier is not following the procurement contract.
Request a revision of the procurement contract to include specifications for the parts.
A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank's management directed the team not to have in-person daily standups. Various team members are complaining about this, slating that there is a lack of information sharing among the team.
What should the project manager do?
Delegate authority to the team members and ask them to submit weekly status reports instead.
Postpone the daily standups and ask the team members to update the project manager daily via messaging.
Hold virtual daily standups each workday morning and use collaboration tools to manage project updates.
Ask senior management for permission to hold in-person team meetings once each week.
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