PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1411:

  A new major project is starting that consists of two interconnected subprojects. One of the subprojects was assigned to a contractor who commits to submitting biweekly status reports and attending weekly integration meetings. Halfway through the project, the contractor stops participating in the meetings and does not submit the reports. Their excuse is that these activities are consuming too much time.

  How should the project manager handle this situation?

  A. Assess the situation as a risk and reach out to the contractor to check the origin of this resistance.
  B. File a claim for not fulfilling the contract terms in accordance with alternative dispute resolution.
  C. Remind the contractor to join the meetings and submit their report as this is their commitment.
  D. Compromise with the contractor to only attend the weekly meetings without submitting the reports.
  A. Assess the situation as a risk and reach out to the contractor to check the origin of this resistance.

• Question 1412:

  A project manager is managing a government project that targets the development of small businesses in remote towns. The project team is having difficulty conducting entrepreneurship training in some of the targeted towns because the local municipal governments will not authorize the training. As a result of the delay, project implementation is at risk.

  What is a probable reason for this?

  A. The project should have constructed training centers in the remote towns.
  B. The project did not identify and engage the correct stakeholders.
  C. The project should have representatives in all the remote towns.
  D. The project did not fully engage the project sponsor.
  B. The project did not identify and engage the correct stakeholders.

• Question 1413:

  A company has started developing a new product. During execution the project team notices that another competitor has launched a product with very similar functionalities and a cheaper market price. What should have been done differently to avoid this scenario?

  A. A minimum viable product (MVP) should have been released to get feedback from the market.
  B. More backlog refinement meetings should have been scheduled.
  C. The Kanban method should have been utilized to optimize the work in progress (WIP).
  D. An iterative life cycle approach should have been adopted.
  A. A minimum viable product (MVP) should have been released to get feedback from the market.

• Question 1414:

  A project manager receives a call from the customer's account manager requesting support for a critical operational issue. Although the issue is unrelated to the project, the customer believes that one of the project team members has the technical expertise to recommend a solution.

  What should the project manager do first?

  A. Organize a conference call with the internal expert and the client to estimate the amount of effort required to fix it.
  B. Decline the request politely since the issue, although critical, is not the responsibility of the project team.
  C. Allocate a task to the team member as a high priority and inform the customer that the issue will be resolved the next day.
  D. Inform the customer that they should contact the sales manager and submit a formal request for a quote.
  D. Inform the customer that they should contact the sales manager and submit a formal request for a quote.

• Question 1415:

  An organization with a new project management office (PMO) team is now undergoing a restructuring. Additionally, there is a lack of communication from the PMO to the team members. How should the project manager handle this situation?

  A. Meet the PMO team and explain the importance of communicating with the team members for project success.
  B. Request the PMO team share updates on the restructuring with the team members on an immediate basis.
  C. Set up a meeting with the PMO and project team to discuss and clarify questions related to restructuring.
  D. Inform the team that despite the new PMO and restructuring, the team will not change.
  C. Set up a meeting with the PMO and project team to discuss and clarify questions related to restructuring.

• Question 1416:

  During project execution, the project manager discovered that a key deliverable was missing from the scope of work. After investigation, the project manager and the team discovered that the missing deliverable will impact the critical path. What should the project manager do to avoid future delays?

  A. Submit a change request.
  B. Add additional resources to the project
  C. Update the scope of work.
  D. Review the risk management plan
  A. Submit a change request.

• Question 1417:

  A senior-level executive approached the project manager of a highly visible project that is currently in the execution phase. The executive indicated that they do not support the project and will be actively trying to prevent its success by reailocating key team members to another critical project.

  What should the project manager do?

  A. Request help from human resources to keep the key team members on the project.
  B. Work with the project sponsor to determine an appropriate response.
  C. Ask to meet privately with the senior-level executive to discuss the matter further.
  D. Discuss the incident with the key project team members.
  B. Work with the project sponsor to determine an appropriate response.

• Question 1418:

  One of the main deliverables of a project is delayed due to a problem with a key provider.

  What should the project manager do?

  A. Create a change request to replace the provider with a more responsible one from the provider list.
  B. Schedule a meeting with all relevant stakeholders to determine the best approach to resolve the issue.
  C. Discuss the issue with the sponsor and seek guidance on imposing the penalty stipulated in the agreement.
  D. Schedule a meeting with the provider to review the impacts to the project timeline and deliverables.
  D. Schedule a meeting with the provider to review the impacts to the project timeline and deliverables.

• Question 1419:

  An agile team of specialized engineers has completed some tasks later than planned and at a lower quality level than expected. The situation is limiting the value the team is creating for the business.

  What should the project manager do next?

  A. Execute the next iteration planning while considering the quality issues.
  B. Schedule quality reviews to obtain stakeholder approvals and feedback.
  C. Confirm that the right quality tests are applied before moving to the next iteration.
  D. Include all identified quality problems in the technical debt backlog.
  C. Confirm that the right quality tests are applied before moving to the next iteration.

• Question 1420:

  During the implementation phase of a construction project, a key supplier went bankrupt and cannot supply the contracted material. This issue could affect the project schedule. What should the project manager do first?

  A. Update the issue log and act to minimize the impact
  B. Update the schedule to include the delay
  C. Add the risk and the delay to the risk register
  D. Escalate to the management team for delay approval
  A. Update the issue log and act to minimize the impact