PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1281:

  A project manager receives feedback from the customer's leadership team regarding their annoyance about the frequency of email updates. What should the project manager have done first to prevent this?

  A. Understood the customer's company culture
  B. Updated the communications management plan
  C. Analyzed customer interest and engagement
  D. Scheduled weekly update meetings
  C. Analyzed customer interest and engagement

• Question 1282:

  A project manager is working on a project that is using a hybrid approach. One key input for the deliverable will be from the outcome of another project that is using an agile approach. What should the project manager do next?

  A. Participate in the other project's daily standup meetings.
  B. Ask the other project manager to change the delivery methodology.
  C. Align with the other project manager's high-level project time lines.
  D. Request that the other project manager develop a work breakdown structure (WBS).
  C. Align with the other project manager's high-level project time lines.

• Question 1283:

  A team identifies a critical set of tasks that has not been included on the Kanban board, and there is not enough budget to cover the work hours needed to complete the activities.

  What solution should the agile project manager implement?

  A. Review alternatives with the product owner and the agile team.
  B. Involve stakeholders and ask them to de-scope some features.
  C. Ask the sponsor for additional resources to maintain the schedule.
  D. Increase productivity and modify the schedule as needed.
  A. Review alternatives with the product owner and the agile team.

• Question 1284:

  A project manager is leading a global team that they have worked with in the past and has a high level of trust with them. The team is located in different countries and time zones and will need decisions in a timely manner. In order to ensure that the project runs smoothly across the team, how should the project manager approach delegation?

  A. Delegate most authorities and control the authority by withholding important information.
  B. Delegate certain authorities and control the authority by withholding important information.
  C. Delegate certain authorities and share information to allow fair decision-making.
  D. Delegate most authorities and share information to allow fair decision-making.
  D. Delegate most authorities and share information to allow fair decision-making.

• Question 1285:

  The portfolio management office wants to cut costs by suspending some ongoing projects that do not directly support the organizational strategy. The project manager has invested too many resources into one of the projects to be suspended, but the portfolio management office has not backed down on their plan.

  What should the project manager do to continue the project?

  A. Meet with the project team and revise the project goals.
  B. Update the project charter to make it align with organizational strategy.
  C. Demonstrate the project alignment to the organizational strategy.
  D. Escalate the issue with the project sponsor to request support.
  B. Update the project charter to make it align with organizational strategy.

• Question 1286:

  A project is nearing the completion of a sprint when the product owner announces that a local regulator has banned part of the deliverable. What should the project manager do?

  A. Complete the sprint and seek a waiver from the regulator.
  B. Perform a sprint risk assessment and analyze challenges.
  C. Add more items to the sprint backlog that will add value.
  D. Complete the sprint, but do not release the deliverable.
  B. Perform a sprint risk assessment and analyze challenges.

• Question 1287:

  A project manager for a large multiyear industrial project has a project with diversified stakeholders from various geographical areas. Recently, the project manager encountered an issue with stakeholder engagement. Which two tools should the project manager use to determine the underlying reason for why engagement is not having the planned effect? (Choose two)

  A. Five whys
  B. Communications management plan
  C. Ishikawa diagrams
  D. Issue log
  E. Open-space meetings
  A. Five whys
  C. Ishikawa diagrams

• Question 1288:

  At a meeting to receive approval for the project management plan, a project manager realizes that there is so much detail in the presentation that many of the stakeholders are not actively engaged in the process. The stakeholders are agreeing to the scope, goals, and timelines without giving them substantial thought.

  How should the project manager proceed?

  A. Stop the meeting and reschedule for another time with a more concise presentation.
  B. Set up information review sessions before reconvening another approval session.
  C. Get approval and promise to email more information to the stakeholders to clarify the technical details.
  D. Obtain approval as fast as possible and close the meeting.
  B. Set up information review sessions before reconvening another approval session.

• Question 1289:

  A project manager has been informed by a vendor that a shipment of supplies needed for the project will be delayed by six weeks.

  What should the project manager do first?

  A. Find another vendor to deliver the required supplies on time.
  B. Ask the procurement manager to resolve the issue with the vendor.
  C. Document this as a risk and define a risk response plan.
  D. Treat the risk as an issue and launch the risk response plan.
  D. Treat the risk as an issue and launch the risk response plan.

• Question 1290:

  A project is currently in the execution phase. Because of the complexity of the project and the large number of regulatory requirements involved, the project manager decides to hold a management review with senior executives to ensure the successful implementation of project deliverables.

  What should the project manager review during the management review to ensure the meeting is effective?

  A. The deliverables that are performing well and those that need more work.
  B. Metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables.
  C. Potential changes to the project's strategy and the feedback from senior executives.
  D. Specialized reports created specifically for the meeting as per directions from the project sponsor.
  B. Metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables.