PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 1991:

  A project manager has completed an assessment of the project team's performance. Some team members have performed poorly on their assigned tasks. What should the project manager do?

  A. Create a new standard performance measure based on project requirements.
  B. Develop different approaches based on team members' motivation and ability.
  C. Develop a standard approach to provide feedback to all team members.
  D. Provide intensive oversight to the team members who performed poorly.
  B. Develop different approaches based on team members' motivation and ability.

• Question 1992:

  A senior project manager is working for a company that is not yet making a profit. However, the company has many innovative projects in development. Most of the project time lines have slipped, and the staff is overwhelmed. What should the project manager do to help the company meet their financial objectives?

  A. Prioritize the projects, giving higher priority to projects that will increase profit.
  B. Make sure the project is fast tracked so that slipped time lines are recovered.
  C. Request that upper management hire additional staff to support the projects.
  D. Ensure that all of the projects are of high quality and are delivered on time.
  A. Prioritize the projects, giving higher priority to projects that will increase profit.

• Question 1993:

  A project team has identified a risk and wants to accept it as an opportunity to finish a project earlier than planned. The project manager realizes that the sponsor may not accept the risk since the sponsor is risk averse. What should the project manager do?

  A. Create a contingency reserve to cover the risk in order to ensure that the risk will be accepted.
  B. Conduct a Monte Carlo analysis to determine if the team will complete the project early.
  C. Explain to the sponsor that this is a nonevent type of risk and it will be fine to accept it.
  D. Convince the sponsor that this will cost less, ultimately resulting in more profit for the sponsor.
  D. Convince the sponsor that this will cost less, ultimately resulting in more profit for the sponsor.

• Question 1994:

  A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget. What should the project manager do?

  A. Use the existing budget for executing the fallback plan and update the baseline.
  B. Add additional resources to the project to fast track certain activities and reduce delays.
  C. Evaluate the fallback plan proposed by the team and submit a change request, if required.
  D. Communicate the delay to stakeholders and maintain the existing budget baseline.
  C. Evaluate the fallback plan proposed by the team and submit a change request, if required.

• Question 1995:

  A project manager is managing multiple teams. One team member complains to the project manager about the favoritism shown by a team lead to another team member and cites multiple instances. Risk Response Strategies Analyze if someone else could contribute Record the observations and move ahead Check for options to exclude the stakeholder.

  What should the project manager do to resolve the team member's concerns?

  A. Use the withdraw/avoid technique to allow the individuals to resolve the issue between themselves.
  B. Use a problem-solving approach and set up a discussion with the team lead and team member.
  C. Establish guidelines for team leads to ensure that all team members are appropriately treated.
  D. Provide direction to the team lead on how to resolve the issue with the team member directly.
  B. Use a problem-solving approach and set up a discussion with the team lead and team member.

• Question 1996:

  At the end of a canceled project, the project manager sent surveys to all stakeholders. The survey also included templates for stakeholders to outline situations, solutions, results, and suggestions. How should the project manager use the information collected?

  A. Map the lessons learned against work breakdown structure (WBS) components.
  B. Archive the survey responses with project artifacts for future projects.
  C. Use the information to restart the project.
  D. Evaluate the information collected on areas of improvement.
  B. Archive the survey responses with project artifacts for future projects.

• Question 1997:

  During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization. What should the project manager do first?

  A. Update project documents to include adaptive tools and artifacts and plan the first iterative session
  B. Contact the project sponsor and request new team members who are familiar with adaptive projects
  C. Confirm team capabilities before introducing adaptive tools and artifacts to the project
  D. Freeze the design stage and look for an external resource to run iterative design at extra cost
  C. Confirm team capabilities before introducing adaptive tools and artifacts to the project

• Question 1998:

  An ongoing project is facing a challenging situation in which the customer is not satisfied. The team is new to agile development, communicates frequently with the customer, and provides regular status reports.

  What should the project lead do to satisfy the customer?

  A. Schedule a meeting with the customer and explain that the team is new to agile and that the situation will improve.
  B. Review the situation with the customer and make the required adjustments with the team.
  C. Reduce frequent communication with the customer and improve the format of the status reports to include the team's progress.
  D. Review the project progress with the customer and modify the frequency of sprint reviews.
  B. Review the situation with the customer and make the required adjustments with the team.

• Question 1999:

  A project manager for a large software delivery project is in the process of finalizing the project governance. The project manager would like to implement procedures that do not align with several policies required by the organization's project

  management office (PMO).

  The project manager believes that the procedures outlined in the project governance will be necessary for this particular project due to the unique nature of the technology.

  What should the project manager do?

  A. Engage stakeholders to modify policies outlined by the PMO.
  B. Move forward with the project governance and inform the PMO.
  C. Discuss the proposed changes with the PMO.
  D. Disregard the initial procedures and follow the policies outlined by the PMO,
  C. Discuss the proposed changes with the PMO.

• Question 2000:

  The client will not agree to closure, claiming that the project team has not performed the code inspections mandated in the development contract. The project team has performed the code inspections, however the records are not complete. What should the project manager do?

  A. Seek expert legal advice on the interpretation of the clauses in the contract
  B. Hold a meeting with the project team project sponsor and the client to agree to the further work required to close the project and add to lessons learned
  C. Close the project and hand over the deliverables to the client
  D. Hold a lessons learned workshop with the project team and project sponsor to avoid contractual compliance issues arising in future projects
  B. Hold a meeting with the project team project sponsor and the client to agree to the further work required to close the project and add to lessons learned