PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 21:

  A project manager is assigned to lead a global implementation of a cloud-based system. Team members are dispersed across five countries. As time goes on, the project manager notices that some team members have become quiet during status calls or other project discussions, while others often call into meetings late and cite time zone differences as the reason for the delay.

  Which three actions should the project manager take to encourage engagement? (Choose three)

  A. Require a written status report from all team members on a weekly basis.
  B. Form a core group of team leads representing members from each country and encourage them to collaborate.
  C. Ask team members to agree on a meeting time prior to setting up virtual meetings.
  D. Set up a discussion board that allows team members to collaborate online at any time of the day.
  E. Establish virtual one-on-one's with team members to address any issues and/or concerns privately.
  A. Require a written status report from all team members on a weekly basis.
  B. Form a core group of team leads representing members from each country and encourage them to collaborate.
  C. Ask team members to agree on a meeting time prior to setting up virtual meetings.

• Question 22:

  A project manager for a digital transformation project has already received the business needs for the project. When gathering requirements, the project manager discovers that not all of the requirements can be delivered with the available resources, but that some of the requirements will be enough to add business value.

  With the project on a fixed budget, what should the project manager do next?

  A. Plan the project based on the available resources and submit a change request upon completion.
  B. Gather all stakeholders and provide recommendations on a smaller, more feasible project scope.
  C. Identify the technical requirements and request that management hire external resources.
  D. Document the problem in the issue log and suggest a change request to decrease the scope.
  B. Gather all stakeholders and provide recommendations on a smaller, more feasible project scope.

• Question 23:

  A project manager has been assigned with initiating a large project to deliver complex equipment. Part of the project will be the result of a long research process, but once this is completed, the other part of the project must be incrementally delivered to the customer.

  Which approach should the project manager choose for this project?

  A. Agile
  B. Waterfall
  C. Hybrid
  D. Predictive
  C. Hybrid

• Question 24:

  Project A is critical for the company and must be completed within nine months. The project charter has been signed but the project scope statement has not been prepared. Management asks the project manager to move forward with the

  project without an approved project scope statement.

  What should the project manager do next?

  A. Escalate the issue to the project sponsor and add it to the risk register
  B. Refuse to work on the project because management is not following standard project management practices
  C. Meet with management to explain the potential problems with running a project without a project scope statement
  D. Start the project with inputs from the project charter to save time
  C. Meet with management to explain the potential problems with running a project without a project scope statement

• Question 25:

  A project manager holds periodic progress review meetings to discuss issues. What should the project manager do first on the agenda?

  A. Produce lessons learned documentation.
  B. Elaborate the risk mitigation strategy and risk register.
  C. Formulate project management plan integration.
  D. Update resolution approaches and action assignments.
  D. Update resolution approaches and action assignments.

• Question 26:

  A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.

  What should the project manager do?

  A. Emphasize to the teams the importance of meeting the agreed deadlines
  B. Provide appropriate training to compensate for the mismatch.
  C. Update the project schedule to reflect the delay
  D. Accept the risk of the project missing deadlines due to the mismatch.
  B. Provide appropriate training to compensate for the mismatch.

• Question 27:

  A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers.

  What should the project manager do?

  A. Request an additional resource to assist in solving all of the impediments listed by the team.
  B. Determine and agree when a situation becomes an impediment to be solved by the scrum master.
  C. Request the team review and prioritize the open impediments to resolve all of them as soon as possible.
  D. Push back, explaining that a self-organized team should address all of the problems to get the work done.
  B. Determine and agree when a situation becomes an impediment to be solved by the scrum master.

• Question 28:

  A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity.

  What should the project manager do to support the backlog prioritization?

  A. Prioritize the item flagged as high business value and low complexity for this sprint.
  B. Support the team to move both items to the next sprint when the team will know more.
  C. Facilitate the discussion until the team reaches an agreement about the two items.
  D. Prioritize the item flagged as a dependency with low business value and high complexity.
  C. Facilitate the discussion until the team reaches an agreement about the two items.

• Question 29:

  A government procurement team has been running a vendor selection process for more than 1 year, going beyond the originally planned 6 months due to a variety of factors. Two vendors have submitted proposals that were evaluated. The project manager asked for an estimated completion date 4 weeks ago, but it was not provided.

  What should the project manager do?

  A. Work with the procurement team to build a high-level timeline.
  B. Explain to the steering committee that vendor negotiations are unpredictable.
  C. Ask the project sponsor to request an estimate from the procurement team.
  D. Escalate the delay issue to the project steering committee.
  D. Escalate the delay issue to the project steering committee.

• Question 30:

  Early in a project, a team member failed to effectively communicate the reason for their absence from three team meetings. How should the project manager handle this situation?

  A. Reaffirm the required project obligations directly with the team member. oy
  B. Ask the team member to explain the reason for the absences.
  C. Assess the impact of the team member's absence on the task involved.
  D. Send a formal letter to the team member stating that their absences are noted.
  A. Reaffirm the required project obligations directly with the team member. oy