PMI PMP Practice Test - Questions Answers, Page 127
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A system migration project is in its closing stage. The project manager is being pressured to close the project. The project manager communicated to all stakeholders; however, the last department to migrate indicated that they have not received the notification.
What should the project manager do?
Close out the project and tell the manager to open a service desk ticket.
Log the issue and assign it to the project team member(s).
Escalate the issue to the project sponsor and upper management.
Report the issue during the next status meeting at the end of the week.
A project manager is implementing an enterprise-wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties getting the support of several key departments.
What should the project manager do?
Ask senior management to communicate with these departments.
Understand the user concerns and revisit the stakeholder engagement plan.
Hire a project management consultant to help resolve the issue.
Convince senior management to introduce rewards to resisting departments.
During a project to develop a new pharmaceutical product, the project manager was informed that there has been a change in government regulations regarding the materials of the project. What should the project manager do?
Update the contingency plan to take this issue into account.
Meet with the stakeholders to update the risk register and risk management plan.
Study the new regulations with the team and evaluate if there is any impact on the project variables.
Review the procurement documentation and modify requirements as needed.
A globally distributed project team is running behind schedule due to the lack of team commitment and low morale. In order to bring the schedule back on track, what should the project manager do first?
Set up a meeting to perform a root cause analysis.
Permanently colocate the team for better performance.
Update the issue log and communicate it to the team.
Seek the sponsor's approval to extend the project schedule.
A company has transitioned and is now delivering projects using a hybrid approach instead of a predictive approach. The distributed project team's knowledge of agile is varied. The project manager feels this new methodology will impact the timely delivery of the project.
What should the project manager do?
Use the predictive approach for team members who are not knowledgeable in agile project delivery practices.
Ask to execute the project with a predictive approach since there is a budget and schedule risk.
Use crashing to reduce the critical path to ensure enough buffer to include the impact of the agile methodology update.
Plan for training on agile tools and techniques used in the defined hybrid methodology for consistent application by all team members.
A new relevant project stakeholder suggested a change to some of the project parameters midway through execution. What should the project manager do next?
Reject the change because it is contrary to what was agreed to during earlier phases of the project.
Transfer the change to the steering committee for them to evaluate and decide the appropriate next steps.
Evaluate the proposed change with integrated change controls and discuss the change with the project sponsor.
Accept the change and use contingency funds to implement this change with minimal schedule impacts.
A project manager just finished a meeting to identify the main stakeholders of the project. What should the project manager do next?
Analyze the stakeholders.
Monitor all stakeholders.
Keep all stakeholders informed.
Engage the stakeholders.
In a functional organization, a product analyst is assigned to a short-duration application development effort. The analyst expresses concerns about the task and asks the project manager to provide the support of a peer with expertise in this domain.
What should the project manager do?
Enroll the analyst in a capacity-building program, and keep this analyst assigned to the task.
Recognize the analyst's concerns and reassign the task to another team member.
Ask the analyst to use skills to develop the tool, then move development to another team member.
Make sure the analyst has regular pairing meetings with the other team member throughout task execution.
A project manager works in an organization that wants to implement agile methods. Traditionally, the project progress was communicated via a weekly email to stakeholders. The development team uses a burndown chart and a kanban board to visualize progress.
What should the project manager do?
Use the burndown chart and the kanban board as an auxiliary communication channel.
Provide access to the burndown chart and kanban board and ask stakeholders to use them.
Organize training for all stakeholders on the burndown chart and kanban board.
Continue using only the traditional communication channels with external stakeholders.
A customer requests additional changes 1 day before the planned change date. How should the project manager respond to the change request?
Reject the changes as the lead time is too short.
Check if the changes are covered in the statement of work (SOW).
Determine whether the project team is capable of making the changes.
Review the additional changes and perform integrated change control.
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