PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 2051:

  A project manager notices that a team member is upset during a team meeting. The project manager assesses the situation and determines that the team member does not collaborate with some of the other team members. What should the project manager do?

  A. Give some advice to the team member to reduce their stress and anxiety.
  B. Review team participation in the next retrospective meeting with all team members.
  C. Reach out to the team member to discuss and address their concerns as soon as possible.
  D. Evaluate upcoming project deadlines and reorganize team member assignments.
  C. Reach out to the team member to discuss and address their concerns as soon as possible.

• Question 2052:

  A project in the execution phase is part of a large transformation program. The project manager for this project reports to a program manager and also heads the steering committee for this project. A steering committee meeting will be held in the following 2 weeks, during which the approach to measure the schedule performance of the project thus far will be presented.

  What should the project manager do in preparation for this meeting?

  A. Prepare to demonstrate the cost-benefit ratio, business value, and return on investment (ROI) as the schedule performance metrics.
  B. Update the cost performance index (CPI) and schedule performance index (SPI) to measure the performance of the project.
  C. Prepare to explain that the schedule performance index (SPI), schedule variance (SV), and other performance metrics are being used.
  D. Inform the program manager that the project is using an agile approach and schedule performance metrics are not applicable.
  C. Prepare to explain that the schedule performance index (SPI), schedule variance (SV), and other performance metrics are being used.

• Question 2053:

  An agile team has completed an iteration and delivered the agreed features to the customer. In a surprise to the team, the features are not accepted by the customer. The project team conducts a root cause analysis. What should the project manager do to avoid this situation in the future?

  A. Ensure that customer requirements do not change from the start of the project.
  B. Ensure that the definition of done (DoD) is well defined and complete for future iterations.
  C. Ensure that the development and quality assurance team members implement the feature correctly.
  D. Ensure that the team facilitator allocates tasks correctly to team members.
  B. Ensure that the definition of done (DoD) is well defined and complete for future iterations.

• Question 2054:

  A project team is conducting sprint planning. At the end of the sprint, the product increment must be deployed on a customer's site. The product owner received an email from the account manager that the customer may not be ready to install the new version of the product.

  What should the project manager do?

  A. Ask the sales team to inform the customer.
  B. Contact the customer's project manager.
  C. Ask the product owner to inform the customer.
  D. Contact the customer's technical lead.
  B. Contact the customer's project manager.

• Question 2055:

  A newly hired project team lead was assigned a project using a hybrid delivery approach. As the project onboards a lot of new team members, the lead feels overwhelmed with the effort of explaining the project delivery process to each new team member.

  What should the project lead do?

  A. Use Pareto techniques to identify the knowledge required by the majority of the team.
  B. Recommend putting the project temporarily on hold and focus on onboarding and training.
  C. Develop a training curriculum and schedule training delivery throughout the project.
  D. Document the processes and organize a week-long, off-site meeting with the project team.
  C. Develop a training curriculum and schedule training delivery throughout the project.

• Question 2056:

  A project manager is happy to have a motivated, highly talented team working together in a cheerful atmosphere. However, many members of the team are distracted by their telephones during meetings, show up late, or interrupt one another by telling jokes.

  What should the project manager do first?

  A. Incentivize the team members with a monetary punctuality reward.
  B. Speak separately to the team members causing the disruptions.
  C. Remind the team of the ground rules in the next meeting.
  D. Ask the team to discuss frustrating meeting experiences from past projects.
  C. Remind the team of the ground rules in the next meeting.

• Question 2057:

  In the execution phase of a project, the development team is informed by the IT security department that one of the external platforms that the team is using will be uninstalled for the whole organization. What should the project manager do first?

  A. Escalate the issue to the change control board (CCB).
  B. Ask the project team to analyze the impact.
  C. Register the risk and document the contingency plan.
  D. Have the project team brainstorm alternatives.
  B. Ask the project team to analyze the impact.

• Question 2058:

  Throughout the project, the project manager consistently checks the work performance data and finds that two stakeholders are not engaged in the project as expected. In addition, another stakeholder always complains that they are often involved in irrelevant meetings.

  What should the project manager do first?

  A. Communicate regularly with stakeholders and address issues.
  B. Perform a root cause analysis using the Ishikawa method.
  C. Review and update the stakeholder engagement plan.
  D. Remove those stakeholders from unwanted meetings.
  C. Review and update the stakeholder engagement plan.

• Question 2059:

  The team lead on a project has left the organization and management wants to promote engineer A to this position. The project manager is confident that selecting engineer A will add problems to the project and believes that engineer B would better fit this role. The project manager discussed all of the arguments with management but their decision remains unchanged.

  What should the project manager do?

  A. Promote engineer B instead since the project manager has the authority to make this decision.
  B. Help engineer A to become familiar with this new role and ensure engineer B stays motivated.
  C. Coach engineer B to be prepared to perform this role if and when engineer A fails.
  D. Request management approval that engineer B will be promoted if engineer A fails in this role.
  B. Help engineer A to become familiar with this new role and ensure engineer B stays motivated.

• Question 2060:

  A company is looking to adopt a new software solution to align business processes across multiple business units using a technology that was never used in the organization. What should the project manager focus on?

  A. New system and the likelihood of technical debt
  B. Specific requirements for important departments
  C. Out-of-scope requirements across the organization
  D. Conflicting priorities and business requirements
  D. Conflicting priorities and business requirements