PMI PMP Online Practice Questions and Exam Preparation

PMI PMP Online Questions & Answers

• Question 811:

  A project presently in the testing stage is nearing the closing phase, which will transition the completed project to the company's operations support team. However, many new members have just been added to the operations support team who are not familiar with the project and the project's acceptance is now at risk.

  What should the project manager do to mitigate this transition risk?

  A. Request the steering committee to reevaluate the feasibility of transitioning and closing the project given the personnel changes on the operations support team.
  B. Request the steering committee to train only the selected operations team members who are familiar with the project and then train the new team members separately.
  C. Request the steering committee to exclude the new team members during the transition and train the new members after the planned transition is completed.
  D. Request the steering committee to authorize an early project deployment (i.e., a "beta" transition release) and engage the operations support team in the early release.
  D. Request the steering committee to authorize an early project deployment (i.e., a "beta" transition release) and engage the operations support team in the early release.

• Question 812:

  A project manager is planning a project to build a research center with the installation of scientific equipment. Since the research topic is new and unfamiliar, the equipment required might change during project execution. How should the project manager plan this project?

  A. Use a different project life cycle approach for the different parts of this project by adopting a hybrid approach.
  B. Separate the tender into two parts, one for the building and one for the equipment, with careful selection of contractors.
  C. Lock down the requirements for the equipment early and avoid any changes during further phases of the project.
  D. Put a fixed price contract out to tender for the research building and issue a cost- reimbursable contract for installing the equipment.
  A. Use a different project life cycle approach for the different parts of this project by adopting a hybrid approach.

• Question 813:

  The project management office (PMO) assigns a project manager who specializes in hybrid approaches to a predictive project that is off track from both the cost and schedule perspectives. The project runs into further delays as the project manager is ramping up on the project. The stakeholders and ask senior management to replace the project manager.

  How should the project manager approach this situation?

  A. Meet with the stakeholders to understand their concerns and define an action plan to resolve issues.
  B. Continue to work on the project until the stakeholders and management come to a decision.
  C. Socialize with the stakeholders to better understand their needs and reset expectations.
  D. Escalate the stakeholder issue to the management team and ask for help with resolving the conflict.
  A. Meet with the stakeholders to understand their concerns and define an action plan to resolve issues.

• Question 814:

  A project manager has been assigned to a project that involves building 100 wells for a small community that is urgently in need of access to water. What should the project manager do next?

  A. Hire local contractors who are familiar with the environment.
  B. Start project planning and develop the project management plan.
  C. Face the challenge immediately and start sending relief to the town.
  D. Process a change request for additional funding due to project urgency.
  B. Start project planning and develop the project management plan.

• Question 815:

  In a project steering committee meeting, a few stakeholders raise concerns that the project manager's report shows that the outcome of the project is already in the market while the project is still in development. The project manager explains that the project is being delivered in sprints and involves different releases.

  What should the project manager do to avoid a reoccurrence of this scenario?

  A. Ensure the content of the project report is clearly understood and request any necessary feedback.
  B. Invite critical stakeholders to the daily project review meetings to ensure their full engagement and involvement.
  C. Send a detailed report to each steering committee member ahead of the meeting.
  D. Ensure that all product features are completed as per the communicated specifications before releasing to market.
  A. Ensure the content of the project report is clearly understood and request any necessary feedback.

• Question 816:

  A team has been consistently delivering outcomes. However, based on their current performance, it was discovered that their velocity has decreased by 30%. What should the project manager do to ensure the velocity is under control?

  A. Ask the product owner to look at a minimum of four to eight iterations and replan the velocity for the next iteration based on the team's current performance.
  B. Ask the scrum master to plug gaps in the team's performance by adding a team member to compensate for the velocity decrease.
  C. Request that the team improve their cycle time to compensate for the velocity decrease.
  D. Request the team to improve the lead time, cycle time, and response time individually and track closure.
  A. Ask the product owner to look at a minimum of four to eight iterations and replan the velocity for the next iteration based on the team's current performance.

• Question 817:

  An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment.

  What should the project manager do?

  A. Advise the CTO about the possible impacts caused by the project.
  B. Influence the product owner to review the engagement needed from other stakeholders.
  C. Continue building the backlog since they are functional requirements.
  D. Review the organizational process assets (OPAs) for historical information from similar projects.
  B. Influence the product owner to review the engagement needed from other stakeholders.

• Question 818:

  A new project manager is managing a hybrid project. The project manager wants to be a servant leader to support the team by removing impediments, but is not receiving feedback from the team about the issues and risks they are facing. What should the project manager do?

  A. Implement daily standups where the team can share their impediments, risks, and issues.
  B. Review the communications management plan and implement changes.
  C. Schedule weekly risk review meetings with the team to review project risks and concerns.
  D. Distribute a copy of the communications management plan to the scrum master.
  A. Implement daily standups where the team can share their impediments, risks, and issues.

• Question 819:

  A project manager is performing the role of scrum master for a team of developers. There is a conflict among the developers, generated by differences in how a feature can be delivered. The project manager organized a few spikes to resolve this conflict.

  What should the project manager do next?

  A. Organize a multivoting event to achieve consensus of the whole team.
  B. Allow the team to decide on their own which option should be implemented.
  C. Organize more spike events until consensus of the team is reached.
  D. Ask the project sponsor to decide which option should be implemented.
  B. Allow the team to decide on their own which option should be implemented.

• Question 820:

  A new agile project is starting. The project manager is asked to confirm the scope to address the concerns of one of the stakeholders. What should the project manager use to explain the project scope?

  A. User stories
  B. Product backlog
  C. Product roadmap
  D. Business requirements document
  A. User stories