PMI PMP Practice Test - Questions Answers, Page 138
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A supplier informs the project manager that producing the quantity of a key component for the project will require an additional month. The project manager has to meet an important milestone in a week.
What should the project manager do next?
Perform market research to find out if there are other vendors that can produce similar kinds of materials.
Submit a change request to the change control board (CCB) asking to extend the deadline in order to reflect the late delivery.
Involve the legal department, as the vendor is breaching the contract by not delivering the full amount in time.
Ask the vendor if the minimally sufficient materials can be produced in time to meet the deadline.
Multiple agile teams are working on a product deliverable. During the last few iterations, one of the teams received several unplanned, nonproduction support requests from other teams. This affected the velocity of the team and the planned deliverable.
What should the project manager do in this situation?
Tell the team to extend and complete the planned deliverable as well as incoming requests.
Ask the team to accommodate most of the requests in each of the iterations.
Inform members of the other teams to add these requests directly in the iteration backlog.
Direct the team to only focus on the planned deliverable and not take on any unplanned activity.
A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget.
What should the project manager do?
Add additional resources to the project to fast track certain activities and reduce delays.
Communicate the delay to stakeholders and maintain the existing budget baseline.
Evaluate the fallback plan proposed by the team and submit a change request, if required.
Use the existing budget for executing the fallback plan and update the baseline.
A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected.
What should the project manager do?
Schedule a meeting with the previous project manager.
Submit a change request to the change control board (CCB).
Schedule training for project team members.
Conduct an earned value analysis (EVA).
A project manager is leading a project that has been in execution for 1 year. An experienced team member is performing well, but often disagrees with the project manager and refuses to implement their decisions. Part of the team supports the team member's defiance, while the other team members do not.
What should the project manager do?
Conduct a performance review and define and document the goals for the team member.
Remove existing ground rules and create new ground rules that support the project manager.
Clarify decisions and request that the project team follows the project manager's decisions.
Understand what the team member wants and find possible opportunities to address it.
A project manager is working on a large project in another country and realizes that only a few people from the project team are working on all of the releases. What should the project manager do to prevent this in the future?
Speak to the customer and add the issue to the issue log.
Document the risk register in the project charter.
Review user roles and update the team charter.
Involve the product owner to rewrite the user stories.
During the executing phase, a project manager is reviewing the issue log and finds there are outstanding high-priority issues that are still open. Most of the open issues require effort from external domain experts who are not on the project team.
What should the project manager do?
Request that the project team members learn the required domain knowledge and resolve the open issues in a short time.
Review the open issues with the issue reporter and issue a change request to hire an external domain expert.
Ask the issue reporter to close the issues, because there are no project team members who have the required domain knowledge.
Reduce the project scope to ensure that the project team has the knowledge to deliver the system on schedule.
A project manager in one country is reporting to a lead project manager for a new software development project in another country. The lead project manager constantly requests updates from the project manager, often demanding information via multiple communication channels if the project manager does not respond within a few minutes of a request. Both of them are equal in seniority and both report to the same functional manager.
How should the project manager proceed?
Refer the lead project manager to the communications management plan.
Negotiate a mutually agreeable feedback cycle with acceptable timelines.
Update the communications management plan and the stakeholder engagement plan.
Escalate the issue to the functional manager and explain the situation to them.
A project manager and project team have brought a project back on track after mapping and removing impediments. During the current sprint, the team reported that an impediment that previously caused major delays has appeared again. The team tried implementing the same mitigation tasks that worked previously. However, the tasks are not having the same result with the impediment.
What should the project manager do?
Escalate the issue with an impediment to the project sponsor.
Implement the mitigation plans listed in the organizational process assets (OPAs).
Use the contingency budget to implement schedule compression.
Reassess the issue as part of monitoring and controlling.
Within a project, senior management is requesting project information so they can analyze the data to make project decisions. What information should the project manager provide so that senior management can get a broader view of the project?
Higher-level activities completed
Milestones status report
Risk register information
Resource breakdown structure (RBS)
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