PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 2011:

  A project manager is preparing the business case for a project in a not for profit organization. The project manager justifies the cost of the project to a group of sponsors. Which benefits realization metric should the project manager use?

  A. Budget at Completion (BAC)
  B. Payback period
  C. Total value of ownership D. Return of investment (ROI)
  C. Total value of ownership D. Return of investment (ROI)

• Question 2012:

  A project team is reviewing the project business document for a phase-gate session and discovers that the benefits need to be validated by the project sponsor. Unfortunately, the project sponsor was recently changed, and the new sponsor does not seem to be supportive.

  What should the project manager do to address this situation?

  A. Notify and escalate to the high-level management team and request that they take action.
  B. Arrange for a discussion with the project sponsor and clarify the project business document.
  C. Schedule a one-on-one meeting with the project sponsor to obtain their buy-in on the project benefits.
  D. Identify and add the change in management as a risk in the risk register.
  C. Schedule a one-on-one meeting with the project sponsor to obtain their buy-in on the project benefits.

• Question 2013:

  During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?

  A. Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.
  B. Recommend to the project team members that they should improve their planning and make their stories smaller.
  C. Reunite with the project team members affected and tell them not to reduce the team's capacity.
  D. Hire a coach to help all project teams to improve their abilities to solve problems on their own.
  A. Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.

• Question 2014:

  A project manager has just been appointed to a project that has two major deliverables. Both deliverables have the same level of priority and are to be delivered at the same time. The members of the team are complaining about the lack of information regarding which deliverable needs to be finished first.

  What should the project manager do?

  A. Ask key stakeholders to cancel the project due to the difficulty of executing both deliverables at the same time.
  B. Ask the team to start working on the easiest deliverable first so they gain experience to execute the second deliverable.
  C. Meet with the project sponsor and key stakeholders to assess each deliverable's value to the organization and set execution priorities.
  D. Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.
  C. Meet with the project sponsor and key stakeholders to assess each deliverable's value to the organization and set execution priorities.

• Question 2015:

  A project manager is leading a program execution and has challenges, because a project team waits for every decision to be made by the project manager. The progress of the team is slow because the project manager is the bottleneck. Upon assessing the situation, the project manager realized that the team members can handle the work on their own.

  What should the project manager do?

  A. Raise a resource request to get complimentary training for the project manager and team members.
  B. Escalate the situation to the resource manager to ensure the team makes their own decisions.
  C. Gather feedback from all team members and define a process to handle the team requests.
  D. Revise the roles and responsibilities and empower the team to make their own decisions.
  D. Revise the roles and responsibilities and empower the team to make their own decisions.

• Question 2016:

  An email arrives shortly after the beginning of a sprint. It is from a key project stakeholder who is unfamiliar with agile approaches and has a serious complaint about future work that has been scheduled. The stakeholder is insisting that a future work package be removed from the backlog entirely, claiming that it is unnecessary.

  What should the project manager do?

  A. Address the stakeholder's request at the daily standup and ask for the team's opinion.
  B. Discuss the stakeholder's request at the next retrospective meeting.
  C. Invite the stakeholder to the backlog refinement meeting to discuss their request.
  D. Alter the backlog to accommodate the stakeholder's request.
  C. Invite the stakeholder to the backlog refinement meeting to discuss their request.

• Question 2017:

  The team's work assignments have been generically distributed. A new team member is performing slower than expected. What should the project manager do?

  A. Extend the project timeline to allow the new team member to work at their own pace.
  B. Have all of the other team members retrain the new team member to improve team performance.
  C. Change the way the work assignments are distributed to facilitate new team member development.
  D. Assess the new team member's skills in order to determine additional training needs.
  D. Assess the new team member's skills in order to determine additional training needs.

• Question 2018:

  The project manager is planning a project with several legal aspects for the city's municipality. The project is expected to take a year and will require a lot of paperwork since it involves multiple stakeholders, including the city's court. What three actions should the project manager do? (Choose three)

  A. Leverage the project governance system to track and manage the project artifacts.
  B. Create a central repository system to assess the effectiveness of the project artifacts.
  C. Review the execution roadmap and ask the legal team to manage the artifacts.
  D. Ensure the project artifacts are kept up to date and accessible to all stakeholders.
  E. Work with the team to determine the process to manage the project artifacts.
  A. Leverage the project governance system to track and manage the project artifacts.
  D. Ensure the project artifacts are kept up to date and accessible to all stakeholders.
  E. Work with the team to determine the process to manage the project artifacts.

• Question 2019:

  A project has been successfully completed. The project was ahead of schedule, under budget, and delivered the expected benefits. The project sponsor was satisfied and distributed recognition certificates to key project team members. However, the project sponsor accidentally forgot to issue a certificate to a key team member.

  How should the project manager treat the missed key team member to avoid disappointment and demotivation?

  A. Invite the team member to lunch with the business leader and project sponsor.
  B. Thank the team member in a public meeting for their significant contributions to the project.
  C. Explain the situation to the team member and follow up with a reward and recognition for them.
  D. Request an additional recognition certificate for the missed team member from the project sponsor.
  C. Explain the situation to the team member and follow up with a reward and recognition for them.

• Question 2020:

  A project manager just started managing agile projects. The project manager realizes that due to the lack of a clear definition of project objectives and definition of done (DoD), their colleague's projects have had many difficulties. Sponsors keep asking for more features and the projects have yet to be completed.

  What should the project manager do to avoid these issues?

  A. Arrange meetings to ensure every necessary task to complete the project is included in the project management plan
  B. Convince the project sponsor to incorporate quality experts so the product can be tested and accepted as completed.
  C. Convince the product owner to approach the team and look for options to find a solution to the problem
  D. Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project
  D. Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project