PMI PMP Practice Test - Questions Answers, Page 131
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A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints. This request does not match the project manager's expectation, since a program manager is overseeing the remaining work.
How should the project manager approach the situation?
Schedule a meeting to discuss the different perspectives and agree on a decision.
Politely inform the program manager that attending these meetings is no longer required.
Provide an answer via email recommending a division of tasks between both roles.
Attend only the program meetings where the market launch is being monitored.
During the execution phase of a healthcare IT project, the project manager finds one stakeholder is very difficult to communicate with and obtain feedback from on project deliverables. What should the project manager do?
Share a template with the stakeholder to receive feedback on deliverables.
Use networking skills to approach the stakeholder.
Ask the project sponsor to arrange a meeting with the stakeholder.
Update the stakeholder engagement plan for the stakeholder.
In an agile project that is about 45% complete, most team members are siloed and lack an understanding of each other's work. What would have most likely caused this communication breakdown?
The daily standup meetings were not consistently attended.
The weekly project status reports were not published regularly.
The sprint review meetings were not held regularly.
The project manager failed to develop a communications management plan.
A project manager is leading a project that is at 90% completion. One of the key stakeholders requests a certification program to be included as part of the project. Another stakeholder disagrees and informs the project team that there should be no change to the project management plan since the project is nearing completion.
What should the project manager do?
Raise a change request to the change control board (CCB) and inform the project sponsor about the change.
Update the project management plan and adjust the project budget with this change request.
Ask the key stakeholder to take the lead in handling the request since they are more knowledgeable.
Request a meeting with the stakeholders and their team members to inform them about this change.
In a product development project, the project manager is constantly receiving complaints from stakeholders about functionalities being delivered, but not required by the business departments.
The project sponsor wants to know if the project resources are being used effectively.
What should the project manager have done to avoid delivering work that is not adding value to the business?
Ask the stakeholders to document their complaints in change requests.
Define a product scope and ask the stakeholders to not deviate from it.
Encourage the product owner to meet with the stakeholders and create a product backlog based on their needs.
Document the stakeholders' needs, review them during the retrospective, and create improvement plans.
The project leader for an agile team has discovered that a certain team member has been struggling with an impediment that is hindering the team's progress. The project is now at risk of completing later than expected.
What should the project leader do?
Escalate the impediment and associated risks to the business sponsor.
Identify the impediment and associated risks at the daily standup.
Report the impediment to the functional manager.
Identify the impediment during the retrospective.
A project manager is working on a project using a hybrid approach. The project is scheduled to be completed in three more sprints. One of the team members notifies the project manager that they are leaving the company, which was approved by their functional manager.
What should the project manager do first in this situation?
Ask the functional manager for an immediate replacement for the team member.
Review the risk management plan and mitigation plan to understand the impact of this issue.
Ask the functional manager why a decision was made without consulting them.
Use soft skills to influence the team member to stay until the project is completed.
During the execution of a hybrid project, one developer had to be replaced. The new resource is extremely competent in quality assurance tasks, but does not have much experience in development.
What should the project manager do?
Allow the team to reevaluate the tasks and determine how they should be allocated.
Request that all quality assurance tasks be allocated to the new resource.
Move the developer to another team and look for a replacement developer.
Maintain the same task allocation structure to avoid any disruption in the project team.
A project team is globally distributed with team members living and working in different time zones. The project manager is trying to get the team to collaborate effectively.
Which three actions should the project manager take to accomplish this goal? (Choose three.)
Send out a survey to review the preferred method, timing, and frequency for communications.
Review the communications strategy with the team regularly with a view for continuous improvement.
Compile a communications management plan with input from all stakeholders and distribute for review and approval.
Require the team to have daily mandatory meetings with the project management office (PMO).
Recommend the use of formal written documentation in all project communications.
In a project steering committee meeting, a few stakeholders raise concerns that the project manager's report shows that the outcome of the project is already in the market while the project is still in development. The project manager explains that the project is being delivered in sprints and involves different releases.
What should the project manager do to avoid a reoccurrence of this scenario?
Ensure the content of the project report is clearly understood and request any necessary feedback.
Ensure that all product features are completed as per the communicated specifications before releasing to market.
Send a detailed report to each steering committee member ahead of the meeting.
Invite critical stakeholders to the daily project review meetings to ensure their full engagement and involvement.
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