PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1531:

  A project lead is working on an agile project to build the team's vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.

  How should the project lead proceed?

  A. Refuse to let the team proceed with the work based on their decision.
  B. Take the technical team lead aside and try to persuade them to change their vote.
  C. Note the reasons for the disagreement and let the team proceed.
  D. Set up a meeting with the project champion and ask them to intervene.
  C. Note the reasons for the disagreement and let the team proceed.

• Question 1532:

  A project manager for a technology project is informed by the cybersecurity team that there are changes in the government's cybersecurity requirements. The project manager calls a team meeting to discuss the requirements, and the team learns that the design changes can be made at no additional cost.

  What should the project manager direct the team to do?

  A. Update the scope management plan to track the new government requirements.
  B. Accept the cybersecurity team's request as the security of the company is at risk of being noncompliant.
  C. Ask the project sponsor to increase funds in the contingency reserve as a risk mitigation.
  D. Request a change through the change control process to manage the new cybersecurity requirements.
  D. Request a change through the change control process to manage the new cybersecurity requirements.

• Question 1533:

  A new project manager took over a project that has been ongoing for a while. Some project team members are not clear on when the project will end and feel the project has already transitioned into business as usual. What should the new project manager do first?

  A. Meet with the team and gather their input on the completion rate.
  B. Revisit the timelines of the deliverables and the project.
  C. Consult the sponsor and secure approval to complete the project.
  D. Transition to an agile delivery so project closure will be faster.
  A. Meet with the team and gather their input on the completion rate.

• Question 1534:

  A project manager is leading a project that is in the execution phase. Due to a company reorganization, some key project team members are likely to leave the project. What should the project manager do next?

  A. Discuss this issue with the affected team members and support them during the transition.
  B. Start looking for replacements as soon as possible to help prevent any schedule slippage.
  C. Engage with the project sponsor to ensure that this change does not affect the project execution.
  D. Determine the impact to the project and implement mitigations per the project management plan.
  D. Determine the impact to the project and implement mitigations per the project management plan.

• Question 1535:

  A company wants to launch a new product for customers. The project for this new product is in the development phase. Due to an uncertain environment, the project manager has doubts about the feasibility of the project. What should the project manager do in this situation?

  A. Validate assumptions using appropriate tools to assess the risks.
  B. Refer to the lessons learned to determine the impact on the external environment.
  C. Recommend postponing the project until the uncertainty is resolved,
  D. Highlight the concern to the project sponsor in the next project review meeting,
  D. Highlight the concern to the project sponsor in the next project review meeting,

• Question 1536:

  A company has a transformation project in progress. During a planning session, several stakeholders are in constant disagreement and often use personal arguments to support their position. Team members are getting frustrated with the situation.

  What should the project manager have done to avoid this situation?

  A. Established ground rules before the discussion had started.
  B. Asked stakeholders not to voice their opinions during the meeting.
  C. Invited a high-level sponsor to the meeting to reduce the level of disagreement.
  D. Reinforced that higher-level management has the decision power.
  A. Established ground rules before the discussion had started.

• Question 1537:

  A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first?

  A. Update the risk register and present a contingency plan to meet the deadline.
  B. Suggest to the customer to reduce the backlog to meet the date.
  C. Increase the capacity of the team to finish the project on time.
  D. Ask the team to propose a minimum viable product (MVP) to meet the date.
  D. Ask the team to propose a minimum viable product (MVP) to meet the date.

• Question 1538:

  A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company's strategy, investment, and compliance requirements.

  What should the project manager do?

  A. Replicate the organizational governance to the project governance.
  B. Put into place a project governance model in line with the requirements.
  C. Create an organizational project management governance.
  D. Ask the organization to create a project portfolio governance.
  B. Put into place a project governance model in line with the requirements.

• Question 1539:

  A project manager is working on an international effort that involves a project team located on four different continents. The project team is extremely proud of the progress they have made on a recent iteration of the project. However, senior stakeholders unfamiliar with the project's progress are concerned that the project may be unsuccessful.

  What should the project manager do to help mitigate the stakeholders' concerns?

  A. Create and send out a high-level progress summary to all stakeholders that has been approved by the program manager.
  B. Setup an in-person status meeting so stakeholders can speak with the project team about their project concerns.
  C. Setup a virtual meeting with the stakeholders to discuss concerns and provide regular progress updates every 2 weeks.
  D. Ask key developers to identify the most important risks and what the project team is doing to address those risks for the stakeholders.
  C. Setup a virtual meeting with the stakeholders to discuss concerns and provide regular progress updates every 2 weeks.

• Question 1540:

  A project schedule's risk level continues to increase during project execution because sprints are consistently delivering less than the intended results. The project manager becomes concerned that the deliverable will be delayed and cost more than the project sponsor intended.

  What should the project manager do first?

  A. Engage with the project team to understand the schedule risk problem and present a solution to the project sponsor.
  B. Conduct a risk review meeting to gain a better understanding of the schedule, then document the results.
  C. Schedule a meeting with the scrum master to explain that adding additional sprints is necessary to reduce risks.
  D. Notify the project sponsor of the schedule risk and request support to increase the project budget.
  B. Conduct a risk review meeting to gain a better understanding of the schedule, then document the results.