PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1951:

  At the end of a third planning meeting, the client and a functional manager requested additional meetings to add more features to the product. What should the project manager do to start building the product faster?

  A. Allow the sponsor to determine how long the planning phase should last.
  B. Allow the client ta determine how long the planning phase should last.
  C. Ask the functional manager to work with the team to finalize planning and begin building the product.
  D. Explain that more features can be planned in upcoming Iterations and begin building the product.
  D. Explain that more features can be planned in upcoming Iterations and begin building the product.

• Question 1952:

  The project team has been exposed to a large number of stakeholders who are going to be operating the system with different levels of engagement. For efficiency purposes, what should the project manager do first to minimize the number of interactions with all stakeholders, while keeping a collaborative spirit?

  A. Perform a stakeholder analysis to define the level of engagement of each stakeholder and act accordingly.
  B. Meet with the stakeholders, document their needs, and agree on the pace and channel of communication.
  C. Host regular meetings with all stakeholders to keep them engaged and get their feedback.
  D. Meet with all of the stakeholders separately, build a relationship with them, and learn about their needs.
  A. Perform a stakeholder analysis to define the level of engagement of each stakeholder and act accordingly.

• Question 1953:

  A project team member tells the project lead that expecting a similar delivery output for every day of the sprint is not realistic. The project lead reports this to the project management office (PMO).

  What should the project lead do?

  A. Discuss this with the PMO manager.
  B. Discuss the issue with the product owner.
  C. Discuss this with the project team in the next sprint retrospective meeting.
  D. Discuss this with the project team in the next sprint planning meeting.
  C. Discuss this with the project team in the next sprint retrospective meeting.

• Question 1954:

  A large organization decided to adopt an agile methodology based on the trends seen in the industry. The organization invested a large amount of money in adopting it, but after a few months, the implementation failed. What should the project manager have done differently to avoid the implementation failure?

  A. Conducted agile training for all employees ranging from the project teams through mid-level to upper-level management.
  B. Conducted a postmortem and captured the learning in organizational process assets (OPAs) for future use.
  C. Assessed the organization's culture, performed a suitability analysis, and determined the future state.
  D. Hired a third-party agile delivery team to do the implementation.
  C. Assessed the organization's culture, performed a suitability analysis, and determined the future state.

• Question 1955:

  A software project using an agile approach is facing quality issues with every release, generating many production problems. What should the project manager do to fix the problem and improve the quality?

  A. Seek extra funding approval with the sponsor to replace junior team members for more experienced ones
  B. Create a reward system granting incentives to the team members who are able to catch more defects
  C. Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing.
  D. Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems
  D. Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems

• Question 1956:

  A company is developing a new product. During project planning, a stakeholder from the legal department does not attend any of the project meetings and is not interested in the product design. How should the project manager deal with this situation?

  A. Escalate the issue to the project sponsor and seek assistance.
  B. Engage the project stakeholder and ensure all requirements are captured.
  C. Review the stakeholder engagement plan and communication strategy.
  D. Review the product requirements and update the stakeholder register.
  C. Review the stakeholder engagement plan and communication strategy.

• Question 1957:

  A project manager received several complaints from different project team members related to an unnecessary additional step the functional lead implemented as a preference. The project team members' work has been affected by this and they have missed a few deadlines.

  What should the project manager do to address this concern?

  A. Recommend the functional lead meet with the project team members to convince them to accept the change.
  B. Document the additional step from the functional lead and adjust the timelines to accommodate the change.
  C. Ask the functional lead to remove this additional step as it is not vital to the project.
  D. Advise the team that the functional lead's preference should be taken into consideration.
  C. Ask the functional lead to remove this additional step as it is not vital to the project.

• Question 1958:

  A project team member raised a risk that the threat of country-wide power cuts may affect the project time line for a software development project. In the last month, this risk materialized and the project time line had to be extended by 2 months.

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

  A. Ask the team member to work overtime to make up the time lost so that the project schedule is not impacted.
  B. Analyze the impact of the issue and submit a change request to update the project schedule.
  C. Inform the project sponsor that the risk has materialized and request that the project budget be increased.
  D. Extend the project deadline and update the project schedule to reflect the delay.
  E. Log it in the risk register and work with the relevant owner to implement the mitigation action plan.
  B. Analyze the impact of the issue and submit a change request to update the project schedule.
  E. Log it in the risk register and work with the relevant owner to implement the mitigation action plan.

• Question 1959:

  An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low. What should the project manager do?

  A. Capture all the backlog entries assessed by the development team to have evidence that risk management has been completed.
  B. Create a risk register to identify, capture, review, and manage risks using a risk management process.
  C. Trust the development team's risk estimation and inform the project sponsor that the risks will be evaluated at a later time.
  D. Create a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project.
  B. Create a risk register to identify, capture, review, and manage risks using a risk management process.

• Question 1960:

  A project team is not motivated and is producing the bare minimum. The team has no interest in keeping pace with the aggressive project schedule. What should the project manager do first to get the team energized and performing efficiently?

  A. Seek to understand the sentiments of each team member and then work with them to address their concerns.
  B. Bring the team together on a phone call to explain the criticality of the project and the impact of schedule delays.
  C. Contact the functional manager to request a replacement for team members who are not able to meet the schedule.
  D. Begin holding daily meetings and ask each team member to share their status and demand that they remain on schedule.
  A. Seek to understand the sentiments of each team member and then work with them to address their concerns.