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PMI PMP Practice Test - Questions Answers, Page 17

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List of questions

Question 161

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A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the proj

Question 162

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A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to

Question 163

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During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client ha

Question 164

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A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release. The stakeholders have raised concerns about global

Question 165

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A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the custome

Question 166

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A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The deve

Question 167

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During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint. Considering a hybrid approa

Question 168

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An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future. What sho

Question 169

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During daily team standup meetings, team members constantly ask about which tasks they should focus on first. How should the project manager ensure the team is fully productive?

Question 170

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A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differen

Question 161

A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head.

What should the project manager do next?

Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project.

Review the terms of reference of the steering committee to include the vendor management head.

Work with the sponsor on a communications management plan to obtain support from the vendor management head.

Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.

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Question 162

A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration.

What should the project manager do?

Bring the SME on board immediately and discuss the implications later.

Ask the existing team members to collaborate with the SME and complete the activity.

Ask the SME to complete all of the necessary changes, which will save time.

Direct the team member to ignore the SME's changes as they were not planned.

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Question 163

During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone.

How should the project manager approach this situation?

Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.

Focus on the deliverable of the next project milestone as per the client's strict instructions.

Review the change management plan to discuss early benefits realization with the client.

Evaluate whether the client's request will add extra features to the project deliverable.

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Question 164

A healthcare company is in the process of deploying an innovative healthcare solution globally.

The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks.

What should the project manager do next?

Evaluate lessons learned from similar projects prior to deployment.

Perform a qualitative risk analysis on the identified project risks.

Review compliance and regulatory requirements with stakeholders.

Conduct a feasibility analysis of deploying the solution globally.

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Question 165

A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time.

What should the project manager do?

Welcome and involve the contractors as part of the project team.

Ask the contractors to meet with the customer independently.

Ask the customer to develop a document with the requirements.

Warn and penalize the contractors who do not attend the meeting.

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Question 166

A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work.

What should the project manager do next to fulfill this resource need?

Determine resource allocation options based on project priority.

Apply changes to the existing resource allocations and inform the development manager.

Meet with the sponsor to determine how to rebaseline the schedule.

Inform the sponsor of the situation and request an extension of the target completion date.

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Question 167

During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint.

Considering a hybrid approach, what should the project manager do?

Ask an external technical leader to provide input and plan the sprint.

Remove the items from the product backlog since the size couldn't be estimated.

Facilitate the discussion so that the team members can reach a consensus.

Make the decision about the backlog items based on what makes more sense.

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Question 168

An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.

What should the agile project manager do?

Ask the team member to develop more expertise and become a subject matter expert (SME).

Ask the team member to provide a training session for the rest of the team.

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to record highlights the team may want to know.

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Question 169

During daily team standup meetings, team members constantly ask about which tasks they should focus on first.

How should the project manager ensure the team is fully productive?

Review the project backlog during the team's standup meeting.

Encourage project team members to prioritize the product backlog.

Ensure team members are working according to the project plan.

Work with the product owner to ensure the project backlog is prioritized.

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Question 170

A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively.

How should the project manager address this?

Develop a schedule that ensures people with personal differences work separately.

Invite the functional managers of the different units to address their personal differences.

Use an approach to the project that does not involve colocation.

Meet with the team and agree on expectations from team members.

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Total 1.477 questions