PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1231:

  A project manager works in a startup company and is in charge of a key project that has critical and time-sensitive delivery objectives. One of the project team members missed completing an assigned deliverable on time, despite repeated assurances from the team member that it would be completed on time.

  What should the project manager do next?

  A. Record the issue then refocus the team's efforts on delivering the next set of deliverables
  B. Give the team member a formal warning for the negative impact due to failure to delrver and not meet deadlines
  C. Hold a team meeting to discuss team member commitments and communications
  D. Meet with the team member and work on a development plan for them to avoid missed deliverables in the future
  D. Meet with the team member and work on a development plan for them to avoid missed deliverables in the future

• Question 1232:

  A product is undergoing its last iterative increment, and the project team is ready to make the final deployment. The company's financial manager is asking the project team to complete the deployment and close the project as soon as possible so it can be capitalized.

  What should the project manager do?

  A. Expedite the final deployment and close the project.
  B. Ignore the stakeholder's request as there is a defined plan.
  C. Update the acceptance criteria for the iteration.
  D. Check on the definition of done (DoD) for the project.
  D. Check on the definition of done (DoD) for the project.

• Question 1233:

  An agile project is in its early iterations, but the project manager already realizes that more resources will be needed to achieve the expected time lines. There are no internal resources available. What vendor strategy should the project manager use to maximize project delivery?

  A. Use compression techniques to break down the scope and assign the scope pieces to different vendors with a fixed-price contract.
  B. Use the contingency budget for hiring additional vendor resources to mitigate any project risk.
  C. C. Engage in a time and materials (TandM) contract and hire a local vendor to support development.
  D. Establish a solid view of the scope and requirements and engage a vendor with a fixed price contract.
  A. Use compression techniques to break down the scope and assign the scope pieces to different vendors with a fixed-price contract.

• Question 1234:

  During the implementation phase of a project, functional managers are adding new requirements, which may impact cost and schedule baselines. The project manager notices that some of the team members are communicating with their managers directly to fulfill their requests. This will lead the project to go beyond the agreed baselines.

  How should the project manager handle this situation?

  A. Set up a proper governance structure to ensure functional managers' requests are processed correctly.
  B. Modify the communications management plan to enable functional managers to add changes to the project.
  C. Follow the project constraints and move forward with the agreed schedule baseline and the cost baseline.
  D. Ask the functional managers to communicate with their peers and emphasize the impact of their requirements.
  A. Set up a proper governance structure to ensure functional managers' requests are processed correctly.

• Question 1235:

  A project team member just informed the project manager that the license for the software that the team uses to perform calculations has just expired. As a result, the team cannot continue with their project tasks. What should the project manager do first?

  A. Issue a formal complaint to the project sponsor claiming a lack of proper tools.
  B. Meet with the IT team to evaluate how fast the software license can be renewed.
  C. Ask the team to fast-track the project and perform tasks that do not require calculations.
  D. Ask the team members to find an alternative way to perform calculations.
  B. Meet with the IT team to evaluate how fast the software license can be renewed.

• Question 1236:

  A Scrum team has information radiators but must also keep stakeholders aware of their progress. In addition, the project management office (PMO) has specific templates for status reporting to management. The project lead realizes that a variety of reporting will be needed to satisfy enterprise and stakeholder needs.

  What should the project lead do?

  A. Determine the minimum communications needed for the project, and adapt the communication plans as needed.
  B. Document only the plan for written communications, and send meeting invites for verbal communication sessions.
  C. Follow the project management office (PMO) guidelines for communications instead of generating a project communications management plan.
  D. Create a communications management plan informing all project team members and stakeholders who will receive what type of communication.
  D. Create a communications management plan informing all project team members and stakeholders who will receive what type of communication.

• Question 1237:

  A project is in progress with a team that is new to agile approaches. After the first sprint review, the team performance begins slipping, and the conclusion is that there is not an adequate flow of work for the team. What should the project manager do?

  A. Provide the product owner with training.
  B. Submit a change request to rebaseline the project.
  C. Change the project approach to hybrid.
  D. Discuss the issue with the stakeholders.
  D. Discuss the issue with the stakeholders.

• Question 1238:

  Due to scope changes, some of the risks identified during the initiation phase have materialized into issues. What should the project manager do next?

  A. Submit a request to access contingency reserves and accept the changes.
  B. Submit a change request for additional resources and accept the changes.
  C. Ask the project sponsor to reject high-risk scope changes.
  D. Closely monitor scope changes and implement corrective actions.
  A. Submit a request to access contingency reserves and accept the changes.

• Question 1239:

  A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity.

  How should the project manager deal with this request?

  A. Submit a change request and allocate the budget and resources needed for execution.
  B. Confirm that the budget and resources are available to execute the work request.
  C. Check the alternative resources available in the organization for the request.
  D. Evaluate the nature of the request and plan communication accordingly.
  D. Evaluate the nature of the request and plan communication accordingly.

• Question 1240:

  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?

  A. Determine resource allocation options based on project priority.
  B. Apply changes to the existing resource allocations and inform the development manager.
  C. Meet with the sponsor to determine how to rebaseline the schedule.
  D. Inform the sponsor of the situation and request an extension of the target completion date.
  A. Determine resource allocation options based on project priority.