PMP Real Exam Questions
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To ensure effective team communication and processes, a standard set of software including video conferencing is defined for a virtual scrum team. Several team members are reporting problems with their access and cannot adhere to team processes.
How should these issues be resolved?
Correct answer: B
During the execution of a healthcare company project about new solutions, a team member finds a recently published article by the market ' s leading expert. The article introduces drastic changes driven by a new norm for future healthcare products.
What should the project manager do?
Correct answer: B
The correct answer is B because the scenario requires disciplined team and resource management rather than an immediate, informal, or purely administrative reaction. The selected response - B. Consult the product conformity expert about the potential impact on the project ' s execution. - directly addresses the condition described in the question and keeps the project aligned with authorized objectives.
PMBOK-aligned practice requires the project manager to support capability, clarify responsibilities, and remove blockers while preserving accountability and sustainable performance. This is especially important when project constraints, stakeholder expectations, quality expectations, delivery cadence, or business value may be affected. The competing options are weaker because they either bypass the accountable role, defer action without analysis, escalate before the project manager has prepared decision-quality information, or solve a symptom without correcting the underlying process issue. The selected answer also preserves transparency, ownership, and traceability, which are essential for sound project governance and effective delivery. PMBOK(R) Guide Eighth Edition topics: business environment, team and resource management, stakeholder communication, impact analysis, governance, value delivery, and continuous improvement.
For the purposes of quality assurance a quality audit was conducted on the processes being used in the project execution plan. One of the nonconformance issues raised by the auditor was that attendance lists for the project risk review meetings were not available.
Why is an attendance list important?
Correct answer: B
A large project is affecting the neighborhood in which it is located. The neighbors are not satisfied with the project and their resistance to the project may affect the project deadline.
What two actions should the project manager take? (Choose two.)
Correct answers: B, C
A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers.
What should the project manager do?
Correct answer: B
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical,
administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory
bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix.
The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to
show roles and responsibilities; and created communication channels and frequency for each stakeholder
group, an issue escalation system, and a feedback system for continuous stakeholder input. To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific "champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
On a project to modernize health records at a hospital, the project manager proposed a two-month timeline extension to provide training on the new solution for medical staff. Approval from the board of directors is required to make the timeline change.
Which statement represents the justification for extending the timeline? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)
Correct answer: B
The correct answer is B because the scenario requires disciplined risk management rather than an immediate, informal, or purely administrative reaction. The selected response - B. Stakeholder adoption of the solution is critical to positive project outcomes. - directly addresses the condition described in the question and keeps the project aligned with authorized objectives. PMBOK-aligned practice requires the project manager to identify the event or uncertainty, assess probability and impact, document ownership, and select a response that protects project objectives. This is especially important when project constraints, stakeholder expectations, quality expectations, delivery cadence, or business value may be affected. The competing options are weaker because they either bypass the accountable role, defer action without analysis, escalate before the project manager has prepared decision-quality information, or solve a symptom without correcting the underlying process issue. The selected answer also preserves transparency, ownership, and traceability, which are essential for sound project governance and effective delivery. PMBOK(R) Guide Eighth Edition topics: people, risk management, stakeholder communication,
impact analysis, governance, value delivery, and continuous improvement.
A project manager is leading a software development project. At the start of the project, the project team decides that iterations are the best way to run the project and deliver value to the customer more quickly.
Which three actions should the project manager take? (Choose three)
Correct answers: C, D, E
During the execution of a project, a project manager is informed that a team member is leaving the company.
What should the project manager do next?
Correct answer: C
A project manager is leading a new agile project. The requirements for the first sprint have been defined and the work is about to start.
What should the project manager do next?
Correct answer: C
An increment was delivered to the customer at the end of a sprint. The customer complains that the product does not meet the expected quality and will require some rework.
What should the project manager do next?
Correct answer: A