PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 241:

  A project team is finishing a sprint to deliver a key deliverable. The project team tells the project manager that the deliverable does not meet the agreed project standards set out by the customer and insists on reworking the deliverable to meet the standards. This will delay the project by two weeks.

  What should the project manager do?

  A. Agree with the team that the best way forward is to improve the quality of the deliverable to meet the standards even if it takes more time.
  B. Let the team rework the deliverable and delay the delivery of the project by two weeks.
  C. Ask the team to move forward with the deliverable with the best possible quality without extending the time.
  D. Meet with the sponsor to highlight the poor quality standards and ask for two weeks of additional time to rework the deliverable.
  A. Agree with the team that the best way forward is to improve the quality of the deliverable to meet the standards even if it takes more time.

• Question 242:

  A project manager is leading a highly visible project with a critical time constraint. Frequent scope changes have been well-managed with change control, but there have been misunderstandings among project team members. What should the project manager do?

  A. Communicate to the team the need to organize common ground rules.
  B. Organize training sessions and bonding activities for all team members.
  C. Communicate changes regularly to ensure all team members are aligned.
  D. Introduce new products and team support tools during project preparation.
  C. Communicate changes regularly to ensure all team members are aligned.

• Question 243:

  A project manager has been assigned to an important project that will help set the future of the company. Meanwhile, the project management office (PMO) is implementing adaptive tools in a mostly predictive environment and has requested that the project manager follow this process as well. However, the functional manager has expressed concerns about the use of new tools on such an important project.

  What should the project manager do?

  A. Review the adaptive tools' impact and obtain agreement from the functional manager.
  B. Follow the functional manager's recommendation to implement only predictive tools in the project.
  C. Make the decision on which project approach to use that would best fit the project.
  D. Follow the project management office's (PMOs) request to implement the adaptive tools in the project.
  C. Make the decision on which project approach to use that would best fit the project.

• Question 244:

  A project manager is working with a customer's team on a new project. Some product definitions and requirements are still not clear, but the customer wants to start activities as soon as possible. The organization is also expecting product delivery for a specific date due to a regulatory requirement. Due to the nature of the project, the project manager has decided to use a hybrid approach.

  Why did the project manager choose a hybrid approach?

  A. A hybrid approach will ensure the delivery date is accomplished and will eliminate product uncertainties.
  B. A hybrid approach will enable project activities to start immediately and allow for a plan for the requirements definitions.
  C. A hybrid approach will allow the project manager to revise the product specifications.
  D. A hybrid approach will allow for management of the requirement uncertainties as well as the date restriction.
  D. A hybrid approach will allow for management of the requirement uncertainties as well as the date restriction.

• Question 245:

  A project manager discovered that a component on the critical path is in danger of delay due to continuous disagreements between two developers. This personality-related issue can't be resolved by the team. What should the project manager do?

  A. Log the issue in the register and delay the development of the component.
  B. Log the issue in the register and ask the team to make a decision by voting.
  C. Log the issue in the register and escalate to the human resources (HR) manager.
  D. Log the issue in the register and let the developers resolve the conflict.
  C. Log the issue in the register and escalate to the human resources (HR) manager.

• Question 246:

  An executive sponsor of a predictive project asked a project manager experienced in agile to assess if a project could be executed using an agile approach. What factor should the project manager consider when determining if the project is suitable for an agile approach?

  A. The project is an information technology project and has minimal impact to the organization
  B. The project scope can be decomposed into smaller parts, the first representing a minimum viable product (MVP).
  C. The project scope is well defined and the requirements are prioritized
  D. The project team has a colocated space and is capable of working together
  D. The project team has a colocated space and is capable of working together

• Question 247:

  A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, but management wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach. Most of the team members complained about changing approaches because the performance of this team has always been above average among the IT teams in the bank.

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

  A. Interview the most resistant team members to persuade them to try to accept an agile approach.
  B. Conduct training sessions with the team so that the team can understand what the agile approach and mindset are.
  C. Ask the team to identify the product backlog and create a kanban board for the team to manage and follow the approach.
  D. Meet with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile.
  E. Brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team.
  B. Conduct training sessions with the team so that the team can understand what the agile approach and mindset are.
  E. Brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team.

• Question 248:

  A project team has been working together for about 2 years. One of the team members has consistently shown high performance and stood out among their peers during the execution of the project. How should the project manager recognize high performance?

  A. Thank the team member privately to avoid conflict among the team members.
  B. Acknowledge the high-performing team member in the next team meeting.
  C. Choose a reward for the team member that aligns with their personal goals.
  D. Ask the sponsor to approve a bonus for the high-performing team member.
  C. Choose a reward for the team member that aligns with their personal goals.

• Question 249:

  A project requires testing of the final product to be done at another department's testing facility, which is known for having low availability. This situation could potentially impact the project schedule. What should the project manager do next?

  A. Update the risk register.
  B. Update the issue log.
  C. Update the lessons learned register.
  D. Update the project schedule.
  A. Update the risk register.

• Question 250:

  A project manager is leading a project that is kicking off next month. The project manager realizes that there are many stakeholders that need updates on different aspects of the project at different frequencies. What should the project manager do first to ensure each stakeholder has the information they need?

  A. Develop a communications management plan that reflects the needs of the stakeholder community.
  B. Engage with each stakeholder to determine their information needs related to the project.
  C. Create a responsible, accountable, consulted, and informed (RACI) chart based on the stakeholders and their communications needs.
  D. Determine the most appropriate mechanisms to leverage when communications are necessary.
  B. Engage with each stakeholder to determine their information needs related to the project.