PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1641:

  A project manager is leading a contract for a new market that was awarded to their company. The client wants to jump-start the market with informal sector traders.

  What should the project manager do?

  A. Plan the project in phases, starting with the informal sector, to deliver business value quickly.
  B. Divide the project team into groups to execute small parallel projects, including the informal sector.
  C. Gather requirements and convert them into backlog items to quickly deliver value.
  D. Execute the projects simultaneously by following the project schedule and the communications management plan.
  A. Plan the project in phases, starting with the informal sector, to deliver business value quickly.

• Question 1642:

  One of the key stakeholders on the project team reaches out with an additional requirement that may impact the overall schedule. A discussion with another stakeholder suggests thai this might just be a small task. What should the project manager do?

  A. Coordinate design document preparation.
  B. Perform a qualitative risk analysis.
  C. Request further clarification of the requirement.
  D. Manage the engagement of this stakeholder.
  C. Request further clarification of the requirement.

• Question 1643:

  A project manager is using a hybrid approach for project delivery. The development team was sized, but is not yet fully resourced. The project manager is working on defining the project schedule. What should the project manager do to address the issue of developer availability?

  A. Organize a planning session with the development team and use their estimations to complete the schedule.
  B. Ask the resource manager when the new contractor is available to start and change the delivery date for the project schedule.
  C. Ask the sponsor to provide the desired completion date for project activities and complete the schedule.
  D. Use expert judgment to estimate all of the tasks and complete the schedule in the allocated time.
  A. Organize a planning session with the development team and use their estimations to complete the schedule.

• Question 1644:

  A self-organizing team was delivering as committed. The team accepted a development task with new technology and the iterations started to have reduced velocity. What management decision is suited for this situation?

  A. Move team members who are not performing from the team.
  B. Add new members to the team and increase the velocity.
  C. Re-assign the project to a team that has worked with this technology.
  D. Provide opportunity for team members to learn and adjust to the technology.
  D. Provide opportunity for team members to learn and adjust to the technology.

• Question 1645:

  A team is holding the first demonstration of the software built to date on a medium-sized project The product owner has uncovered a number of issues they would like to be addressed before providing approval. How should the project manager approach this problem?

  A. Plan to address the issues through backlog grooming and incorporate them into the next sprint
  B. Refer the product owner to the change management plan, then escalate to the steering committee
  C. Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these changes
  D. Tell the product owner the issues will be addressed in the second version of the software
  A. Plan to address the issues through backlog grooming and incorporate them into the next sprint

• Question 1646:

  The project manager realizes that the product owner has a lot of potential but is lacking communication skills. How should the project manager help the product owner to develop these skills while executing the project?

  A. Ensure there are opportunities for the product owner to present project reviews to the stakeholders.
  B. Suggest that the product owner attend a training session about assertive communication.
  C. Suggest that the product owner shadow colleagues who are good presenters.
  D. Recommend a specialized article about delivering effective presentations to the product owner.
  A. Ensure there are opportunities for the product owner to present project reviews to the stakeholders.

• Question 1647:

  After a project review meeting, a key stakeholder tells another stakeholder that they do not trust the project status report. The second stakeholder approaches the project manager and mentions the conversation.

  What should the project manager do?

  A. Request that the sponsor ask the key stakeholder to be attentive during the project review meeting.
  B. Schedule a meeting with the key stakeholder to address the issue and obtain direct feedback.
  C. Email the status report to all stakeholders and ask them to review it and provide feedback.
  D. Present the status report in a chart and assume that everyone understands the report.
  B. Schedule a meeting with the key stakeholder to address the issue and obtain direct feedback.

• Question 1648:

  During a project status update by the project management office (PMO), the CEO is concerned that the status of all projects suddenly changed from green to red, without warning. Upper management is used to reading traditional reports related to progress and cost, and they want to continue viewing this information.

  How should the PMO implement a better way to report the project's health?

  A. Perform a root cause analysis (RCA) to find out why the status of projects is deteriorating so fast.
  B. Explore reporting the earned value (EV) key performance indicators (KPls) using agile progress as an input.
  C. Ask the project managers to report on their projects using a Kanban board format.
  D. Request the program managers to be more accurate when presenting status reports.
  B. Explore reporting the earned value (EV) key performance indicators (KPls) using agile progress as an input.

• Question 1649:

  During the executing phase, a project manager is reviewing the issue log and finds there are outstanding high-priority issues that are still open. Most of the open issues require effort from external domain experts who are not on the project team.

  What should the project manager do?

  A. Ask the issue reporter to close the issues, because there are no project team members who have the required domain knowledge.
  B. Review the open issues with the issue reporter and issue a change request to hire an external domain expert.
  C. Request that the project team members learn the required domain knowledge and resolve the open issues in a short time.
  D. Reduce the project scope to ensure that the project team has the knowledge to deliver the system on schedule.
  B. Review the open issues with the issue reporter and issue a change request to hire an external domain expert.

• Question 1650:

  After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work (SOW). These changes would improve the project outcome. What should the project manager do next?

  A. Conduct an audit on the procurement process and inform the vendor about the audit's observations.
  B. Assess the situation as an opportunity for improvement and perform a risk analysis.
  C. Consult the list of selected vendors for the bid and evaluate a possible change of vendor.
  D. Revise the procurement control process to avoid undesired changes that might affect the schedule.
  B. Assess the situation as an opportunity for improvement and perform a risk analysis.