PMI PMP Practice Test - Questions Answers, Page 130
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The operations director complains to the Chief Executive Officer (CEO) about the outcome of a project's first sprint. The operations department will not be able to support a new product due to poor performance indicators. The project team facilitator asks for feedback from the project team and is informed that performance information is available in the application server log.
How should this complaint be addressed?
Request that the issue be included in the next board of directors meeting to explain all of the needs.
Add the complaint to the product backlog to be addressed in the next sprint.
Invite a member of the operations team to be part of the validation and sprint meetings.
Ask the operations director to define the acceptance criteria to make clear the delivery is correct.
A project manager is assigned to a yearlong project. Before the start of the design phase, a competitor announces that they will release a similar deliverable in 8 months, although with fewer features and functionality.
Which two actions should the project manager take next? (Choose two.)
Modify the project management plan with an incremental approach.
Discuss and review this external risk with the project sponsor.
Update the project artifacts to include this issue.
Evaluate the impact of incremental deliverables.
Reduce the scope items of the final deliverable.
A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway. Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.
What should the project manager do first to prevent the project from going further off track?
Propose a pause in this phase to save labor costs and asset depreciation.
Proceed with the project using management reserves to cover any delays or losses.
Establish new partnerships with other suppliers in anticipation of any delays.
Perform a risk assessment and define a risk response action plan.
A project manager is managing the opening of a new office overseas. At the beginning of the project, possible delays due to legal permits are raised by one stakeholder. Subject matter experts (SMEs) reassessed the concern and suggested assigning more time for this permit, and the change control board (CCB) agrees.
Which document should the project manager update first to document this change?
Schedule baseline
Scope baseline
Risk register
Cost baseline
After a project team has been working on a project for several months, the project is cancelled.
The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project.
How should the project manager handle this situation?
Archive the project artifacts on the project manager's local computer for future reference.
Document the project sponsor's instructions as the archived project artifacts.
Comply with the project sponsor's request to not archive the project artifacts.
Consult with the project management office (PMO) for guidance on project artifacts.
A project manager is newly appointed to an ongoing project that will develop a new solution using an affiliate of the company. The deploying resources will come from another entity of the company. When asked to confirm the availability of the deploying team, the deploying manager declined.
What should the project manager do first?
Refer to the project's resource management plan.
Ask the project sponsor for external resources.
Reschedule the project taking this new information into account.
Create a change request to be validated by the project sponsor.
A project manager works for a company that has a reputation of delivering environmentally sustainable projects. During the half- yearly review of the project, the project manager raises serious concerns with the project sponsor regarding the project's viability and success. There are some stakeholders who oppose this project on the grounds of compromising land erosion.
What should the project manager do?
Request additional resources from the business unit manager due to the project's complexity.
Calculate float on the project because it has severely affected the project's major critical path.
Propose to close the project because it no longer fits the business values of the organization.
Calculate earned value (EV) because the project manager is forecasting a loss for this project in the yearly review.
A project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses.
How should the project manager plan and deliver this project?
Plan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally.
Plan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project.
Agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project.
Select an agile approach and manage the project according to best practices to ensure value is delivered to the client.
An organization is producing a product using a hybrid approach with several phases. Some of the phases are planned to be executed in predictive and some in agile. During the agile phase, the project manager notices that the team members sometimes unknowingly work on the same task.
What should the project manager do?
Communicate the task assignments to the team members in a clear manner.
Confirm that the agile coach has made the task assignments clear.
Verify that the team members have made the task assignments clear.
Verify that the product owner has made the task assignments clear.
A project manager created a contingency plan associated with a risk. The risk was realized, but the client insists on using a new workaround instead. The requested workaround will introduce delays and require additional budget.
What should the project manager do?
Request to use the management reserve to keep the schedule.
Discuss the options with the client as part of the change control process.
Proceed with the approved risk response plan.
Mitigate risks associated with the workaround to avoid project delays.
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