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PMI PMP Practice Test - Questions Answers, Page 20

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Question 191

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A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager. What should the proj

Question 192

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A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members,

Question 193

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A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely. Some team members returned to their hometowns, and they ar

Question 194

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An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time. What should the project manager d

Question 195

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A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as c

Question 196

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A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project

Question 197

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During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project kick-off meeting, a key project stakeholder strongly

Question 198

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On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project manager realized that some of the key activities were scheduled over

Question 199

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A new team member on a self-organizing team is finding it difficult to deliver due to the new technology being used in the project. What should the project manager do in this situation?

Question 200

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A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external a

Question 191

A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager.

What should the project manager recommend that the CEO do first?

Create a framework to justify project execution.

Utilize an agile approach for all upcoming projects.

Create a framework to support project success.

Utilize a predictive approach for all upcoming projects.

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Question 192

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.

To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two.)

Encourage team members to cross-check decisions with the project manager.

Vet all of the decisions before execution.

Allow team members to make limited decisions.

Organize and assign team members to tasks where they have strengths.

Support team members to make decisions in their areas of strength.

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A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely. Some team members returned to their hometowns, and they are now requesting reimbursement for operational expenditures.

What should the project manager do?

Review the budget and allocate funds for the reimbursements.

Update the project management plan with the incurred costs.

Ask the team members to draft a justification before processing the reimbursements.

Follow the Perform Integrated Change Control process and submit a change request.

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Question 194

An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time.

What should the project manager do to address the problem?

Assess the situation to understand how the organization's culture impacts the decision-making process, and coach the team toward a new model.

Adopt an autocratic leadership style and dictate all decisions in order to speed up the team's velocity.

Invite senior leadership to a team-building workshop and restate the importance of accountability and leadership under the new company direction.

Define clear guidelines on how decisions should be made under the new organizational policy and reinforce them with the team on every occasion.

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Question 195

A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to- face meetings.

How should the project manager approach this situation?

Use regular screen-sharing sessions to show the progress to the stakeholder.

Align and agree with the stakeholder on the communication approach.

Ask the manager to use virtual communication tools and online dashboards.

Create a digital dashboard to meet the manager's information needs.

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Question 196

A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project.

What should the project manager do to get the most value from this team member?

Advise the team member not to share personal information from past projects with the entire team.

Consult with the project sponsor to find out if it is allowed to share personal information with the entire team.

Advise the team member to focus on the current project and consider the past conflicts as lessons learned.

Consult with human resources (HR) and check company policies on what is allowed to advise the team member.

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Question 197

During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project kick-off meeting, a key project stakeholder strongly objects, stating that this task is the key value of the project and should be completed on time.

What should the project manager do to reduce the chances of having a strong rejection from stakeholders during the project initiation stage?

Develop a stakeholder-by-stakeholder engagement assessment matrix.

Send a letter to the stakeholders to inform them about the project scope and start date.

Schedule meetings with key stakeholders in advance to gather feedback on the project scope.

Identify stakeholder rejection as a risk in the project risk register.

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Question 198

On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices.

What should the project manager do next?

Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion.

Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons.

Request that the offices in overseas locations work overtime to mitigate schedule slippages.

Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.

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Question 199

A new team member on a self-organizing team is finding it difficult to deliver due to the new technology being used in the project.

What should the project manager do in this situation?

Delegate other team members to complete this team member's tasks.

Mentor the team member and provide the necessary training.

Request the team member to move to another team.

Include the team member in an improvement program through a human resources (HR) request.

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Question 200

A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm.

What should the project manager do next?

Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.

Ask the architect for the contact details for their new employer and call their account manager.

Call the account manager and ask them to retain the expert by offering them an incentive.

Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.

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Total 1.477 questions