PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1461:

  A virtual project team has members located on four continents. The project director is concerned about the declining motivational levels of team members and feelings of noninclusion by other team members. The project director has tasked the project manager with finding a solution.

  What should the project manager do?

  A. Develop a plan for individual team members' growth and organize more team-building events.
  B. Recommend that the project director appoint project managers for each continent.
  C. Set up ground rules for team engagement, taking into consideration different cultures.
  D. Take differences in time zones into consideration when scheduling team meetings.
  C. Set up ground rules for team engagement, taking into consideration different cultures.

• Question 1462:

  A large multi-year project requires highly skilled staff for successful deployment. The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid

  potential budget overrun. However there is a risk of staff turnover during the course of the project, which may have an impact on the delivery.

  Which two actions should the project manager take to mitigate this risk? (Choose two)

  A. Introduce a recognition program to motivate and reward resource performance
  B. Enhance the competencies of the project team through training, mentoring and coaching.
  C. Increase the trained staff to create back-up for resources
  D. Meet with management to discuss dividing the project into smaller projects
  E. Convince senior management to hire third-party staff
  A. Introduce a recognition program to motivate and reward resource performance
  C. Increase the trained staff to create back-up for resources

• Question 1463:

  A team member mentions to the scrum master that the user stories are too long. The team member believes this may be the cause of the team's inability to deliver value for stakeholders. What should the scrum master do?

  A. Review the user stories with the team and ask the product owner to break them down into more manageable units.
  B. Review the user stories with the stakeholders and ask the product owner to break them down into more manageable units.
  C. Ask the team member to suggest using shorter user stories to the product owner so that the next sprint can move faster.
  D. Ask all the team members for their views about using shorter user stories so that value can be created for stakeholders.
  A. Review the user stories with the team and ask the product owner to break them down into more manageable units.

• Question 1464:

  One member of the project team has the necessary skills to execute a critical feature of the product. However, another team member wants to take on this challenging task.

  What should the project manager do?

  A. Assign the task to the less experienced member to help improve their skills, with support from the experienced member.
  B. Schedule a meeting with both team members to let them discuss the best course of action.
  C. Encourage both team members to collaborate and use their respective strengths to deliver the project.
  D. Negotiate with the customer to postpone the feature to resolve the situation between the team members.
  A. Assign the task to the less experienced member to help improve their skills, with support from the experienced member.

• Question 1465:

  In a fixed-budget project, the team has received a prioritized list of requirements and has nearly completed the first iteration. The CEO has decided to redirect the team to focus on creating a presentation for their upcoming technology summit.

  The CEO is not flexible about this request.

  Which two actions should the project manager take? (Choose two)

  A. Request the CEO to assign some of the functional team members to work on the presentation.
  B. Ask the team to work overtime to make up the time lost by supporting the technology summit.
  C. Determine a new target completion date for the project based on the redirection of the team.
  D. Divide the team to continue working on both the presentation and the project work.
  E. Attempt to complete the presentation work alone so that the timeline is not negatively impacted.
  A. Request the CEO to assign some of the functional team members to work on the presentation.
  C. Determine a new target completion date for the project based on the redirection of the team.

• Question 1466:

  A project manager noticed that the functional manager is not cooperating with staff assignment schedules and is always finding excuses not fo release the requested staff. What should the project manager do first?

  A. Ask the leadership team for help obtaining the needed staff.
  B. Check with human resources (HR) regarding the availability of staff.
  C. Have a direct talk with the functional manager to understand the reasons behind their attitude.
  D. Evaluate the impact caused by the delay of forming the team and confront the functional manager.
  C. Have a direct talk with the functional manager to understand the reasons behind their attitude.

• Question 1467:

  A few new team members working on a public housing project are unfamiliar with the system. They do not understand how to evaluate residents applying for a subsidy to build a house, including the rules and criteria for applicant approval. What should the project manager do?

  A. Plan a training session for the new team members not familiar with the system.
  B. Communicate the rules and criteria to the team members through email.
  C. Work only with the team members familiar with the system.
  D. Document which rules and criteria the new team members are not familiar with.
  A. Plan a training session for the new team members not familiar with the system.

• Question 1468:

  A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award. How should the project manager utilize the award?

  A. Meet with the team members and ask them how to spend the reward.
  B. Arrange a luncheon for all team members and include team-building sessions.
  C. Draft a points system to allocate a portion of the money for each resource.
  D. Allocate the reward to the team leaders to spend on the team as they see fit.
  B. Arrange a luncheon for all team members and include team-building sessions.

• Question 1469:

  A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.

  What should the project manager do?

  A. Discuss with the team, estimate the effort, and raise a change request.
  B. Discuss with the customer the risks identified and team's concerns.
  C. Ask the team to deliver the functionality on the agreed go-live date.
  D. Ask the customer to go live and add the new functionality in the backlog.
  A. Discuss with the team, estimate the effort, and raise a change request.

• Question 1470:

  A project is nearing completion when a critical resource can no longer work on the project. A temporary replacement is brought in from an external company to take over the role; however, complaints are soon received from other team members about this person's unprofessional conduct and behavior.

  What should the project manager do first?

  A. Discuss the team charter with the new team member to align them with the agreed-upon conduct within the team.
  B. Report the new team member to human resources (HR) for disciplinary actions.
  C. Hold one-on-one meetings with the new team member and the rest of the team members to align the team charter.
  D. Ask the contracting agency to replace the temporary team member.
  A. Discuss the team charter with the new team member to align them with the agreed-upon conduct within the team.