PMI PMP Practice Test - Questions Answers, Page 122
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A project team member was unhappy with a new change in project governance and complained to one of the project sponsors. The project sponsor challenged the project manager.
How should the project manager resolve this conflict?
Schedule a meeting with the project team member's functional manager and request the functional manager's support.
Arrange a meeting with the project team member and project sponsor to discuss the change and obtain consensus.
Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.
Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.
A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises.
What should the project manager do to manage this?
Lead the parties to find a compromise.
Analyze the context of the issue.
Escalate the problem to the project sponsor.
Evaluate the influence of the parties involved.
A project team is performing extremely well when it comes to delivering the value-added features to the customer in each sprint. However, they are missing the documentation portion and the project manager must find a way to make sure the documentation is kept current.
Which action should the project manager take?
Assign a dedicated resource to work on the documentation during the project.
Create a specific sprint to deliver the project documentation.
Focus on the documentation after the features are delivered.
Make documentation a standard part of the definition of done (DoD).
A project manager who works for a company involved in several industries is asked to lead a software development project for a government agency. The company attempted to execute similar projects for other industries before but was unsuccessful.
What should the project manager do to ensure project success?
Continue executing the project using expert judgment.
Review the lessons learned registers from the previous projects.
Document this information in the risk management plan.
Develop a contingency plan to prepare for possible risks.
In an advanced stage of a project, a stakeholder who is not receiving the project status report communicates this to the project manager. After checking, the project manager determines that the person is registered as a stakeholder but was not included in the communications management plan.
What should the project manager do next?
Update the communications management plan to include the missed stakeholder, and send the current project status documentation to this stakeholder.
Ask the stakeholder to get the project status report from another stakeholder listed in the communications management plan.
Inform the project sponsor that there are stakeholders who are not included in the communications management plan.
Inform the stakeholder that the project team cannot provide information to anyone who is not registered in the project's communications management plan.
A major national company known for quality products has just selected a small subcontracting firm to assist with a project. The project manager from the subcontracting firm is meeting with the project team to ensure that the project is delivered according to the customer's standards.
In order to ensure this, what should the project manager define and document?
Quality
Objectives
Estimates
Requirements
A company's project management office (PMO) has started to implement iterative tools. The project manager is starting a new project and has identified an opportunity to use the new tools.
There is disagreement among stakeholders about the use of the adaptive tool.
What should the project manager do first?
Update the risk register and escalate the disagreement to the project sponsor and distribute the status to the team.
Schedule training sessions for the stakeholders on the benefits of the adaptive tools.
Discuss the situation with the stakeholders to evaluate other adaptive tools for the project.
Investigate the reasons for the disagreement to understand the gap among the stakeholders and search for consensus.
A project's business case was just approved and the project manager is creating the benefits management plan. It is unclear how the benefits from the project align with the organization's vision.
What should the project manager do first to verify alignment?
Consult with the project team members to gain their opinions.
Ask the project team to delay the kick-off while resolving the concern.
Meet with the project sponsor to obtain more information.
Request a copy of the project assumptions log for more insight.
A company is engaged in a transformation journey, and the project manager for this endeavor is new to this project. During one of the project status update meetings, a key stakeholder, the project manager's functional manager, is dissatisfied with the work in progress, and points to the project manager.
What should the project manager do?
Show the functional manager that the progress is on time based on the schedule.
Admit that the functional manager is right and promise to rectify the situation immediately.
Schedule a one-on-one meeting with the functional manager to prove the project is on time.
Listen carefully and show understanding of the growing needs of the functional manager.
A project manager notices that the project team is unlikely to complete the development of a system on time before the testing start date, which was based on the technical complexity of the project. What should the project manager do before communicating with the client during the regular project progress meeting?
Ask the project sponsor to inform the client in the next update.
Do not disclose the likelihood of a delay as it is yet to happen.
Work with the project team to evaluate the potential delay.
Tell the client about the chance for the potential delay.
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