PMP Project Management Professional (2024 Version) Dumps
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Sample Question 4
A project manager has received a new request to integrate more features to a product. Theteam is fully allocated, and there is no budget to acquire new resources.What strategy should the project manager implement to deal with this situation?
A. Ask the team.to accelerate the iterations and avoid interruptions. B. Discuss the problem with the team and decide how to do the work together. C. Verify team performance and ask for improvement during daily standup meetings. D. Recommend that the project sponsor increases the budget to bring new resources.
Answer: B
Explanation:
According to the PMBOK® Guide, when a project manager faces a change request that
affects the project scope, schedule, cost, or quality, they should first evaluate the impact of
the change and then follow the change control process. The change control process
involves reviewing the change request, analyzing the options, obtaining approval, and
updating the project management plan and other documents. One of the options that the
project manager can consider is to negotiate with the team and other stakeholders to find a
feasible solution that can accommodate the change request without compromising the
project objectives. This option requires effective communication, collaboration, and conflict
resolution skills from the project manager and the team. Asking the team to accelerate the
iterations and avoid interruptions (option A) is not a realistic or sustainable strategy, as it may lead to burnout, quality issues, and scope creep. Verifying team performance and
asking for improvement during daily standup meetings (option C) is not a direct or proactive
way to address the change request, as it may imply that the team is not performing well or
that the project manager is micromanaging them. Recommending that the project sponsor
increases the budget to bring new resources (option D) is not a viable option, as it may not
be approved or feasible, and it may also introduce new risks and challenges to the
A company has agreed to run a transformation project using agile approaches.During the implementation, there is pushback from the functional groups that the project ismoving too fast.What should the project manager have done at the beginning of the project to prevent thisfrom happening?
A. Circulated the project charter B. Assessed the organizational culture C. Determined the level of maturity of the employees D. Communicated the project schedule
Answer: B
Explanation:
The project manager should have assessed the organizational culture at the beginning of
the project to understand the readiness and willingness of the functional groups to adopt
agile approaches. Organizational culture is the set of shared values, beliefs, and norms
that influence the way people think, feel, and behave in an organization. It affects the
project management style, communication, stakeholder engagement, and chang management. By assessing the organizational culture, the project manager can identify the
potential barriers and enablers for agile transformation, and plan appropriate strategies to
address them. For example, the project manager can provide training, coaching,
mentoring, and feedback to the functional groups to help them understand and embrace
the agile values and principles. Circulating the project charter (option A) is a good practice,
but it does not ensure that the functional groups are prepared and supportive of the agile
approaches. Determining the level of maturity of the employees (option C) is a useful input,
but it does not capture the whole picture of the organizational culture. Communicating the
project schedule (option D) is also important, but it does not address the underlying
reasons for the pushback from the functional groups. References:
A project manager has been asked to participate in the procurement process for asoftware application that allows customers to buy online e-learning courses. The projectmanager will take over the project once the supplier has been sourced.What should the project manager do before the project starts?
A. Ensure that the requirements for the project are understood and that the objectivesare verified before approval of an agreement. B. Inform the project sponsor that once the agreement has been signed, there cannotbe any changes to the scope of the project. C. Notify the project sponsor that the project manager cannot be involved in theagreement negotiation process. D. Ask the project sponsor to involve the legal department in the negotiation for the projectagreement.
Answer: A
Explanation: According to the PMBOK Guide, the project manager should be involved in the procurement process to ensure that the project requirements are clearly defined and
communicated to the potential suppliers1. The project manager should also verify that the
project objectives are aligned with the business needs and the expectations of the
stakeholders before approving an agreement2. Therefore, the best option is to ensure that
the requirements for the project are understood and that the objectives are verified before
approval of an agreement. Option B is incorrect because informing the project sponsor that
there cannot be any changes to the scope of the project is unrealistic and may not account
for the possible risks and uncertainties that may arise during the project execution3. Option
C is incorrect because notifying the project sponsor that the project manager cannot be
involved in the agreement negotiation process is not a proactive or collaborative approach,
and may result in a poor or unsuitable agreement for the project. Option D is incorrect
because asking the project sponsor to involve the legal department in the negotiation for
the project agreement is not the responsibility of the project manager, and may not address
the issue of the project manager’s participation in the procurement process. References: 1:
4.1.3.1, p. 89 3: PMBOK Guide, 6th edition, section 5.6.3.1, p. 161 : PMBOK Guide, 6th
edition, section 12.2.3.1, p. 473 : PMBOK Guide, 6th edition, section 12.2.3.2, p. 474
Sample Question 7
An organization in a regulated industry has decided to switch from a predictive toan agile delivery approach. It has been decided that the ongoing projects will adopt Scrum,and the project manager is still accountable for the project outcomes. During the fourthsprintdemo, the customer notices that a feature is not compliant with the regulations.What should the project manager do?
A. Have the team consult with the compliance officer to update the definition of done(DoD) for the user stories in the past sprint. B. Have the product owner consult with the change control board (CCB) to have thenecessary compliance requirements implemented. C. Have the scrum master organize a weekly meeting with the compliance officer, theproduct owner, and the project team. D. Have the product owner review the user stories in the product backlog with thecompliance officer on a regular basis to identify any gaps.
Answer: D
Explanation: The project manager should ensure that the product owner collaborates with
the compliance officer to review the user stories in the product backlog and ensure that they meet the regulatory requirements. This is consistent with the agile principle of
satisfying the customer through early and continuous delivery of valuable software. The
project manager should also monitor the compliance status of the product backlog items
and communicate any risks or issues to the relevant stakeholders. The project manager
should not have the team consult with the compliance officer to update the DoD for the past
sprint, as this would be a waste of time and resources. The project manager should not
have the product owner consult with the CCB, as this would introduce unnecessary
bureaucracy and delay the delivery of value. The project manager should not have the
scrum master organize a weekly meeting with the compliance officer, the product owner,
and the project team, as this would reduce the autonomy and self-organization of the
Agile Practice Guide, First Edition, Chapter 2: Life Cycle Selection, Section 2.2.1:
Scrum, p. 213
Professional in Business Analysis (PBA) Examination Content Outline (2018),
Domain III: Analysis, Task 1: Elicit Requirements, p. 14
Sample Question 8
During project execution, a key team member has to be moved to another critical projectfor the company. Currently, there is no other team member who can fill that role.What should the project manager do first?
A. Communicate the problem to the sponsor to force the key member to be maintained onthe project. B. Initiate a change request and replace the key member as soon as possible. C. Explain to the company the importance of maintaining the key member on the projectaccording to the vision of the project. D. Evaluate the impact of the key team member's removal from the project, look foralternatives, and submit a change request if required.
Answer: D
Explanation: According to the PMP Exam Content Outline, one of the tasks of the project manager is to “Assess and prioritize impact on project scope, schedule, cost, quality, and
risks of approved changes, and determine cause and effect relationships” (Task 5, Domain
II: Process). This implies that the project manager should evaluate the impact of any
change that affects the project performance, such as the removal of a key team member.
By doing so, the project manager can identify the potential consequences and benefits of
the change, and look for alternatives to mitigate the negative effects or enhance the
positive ones. The project manager should also submit a change request if required, to
update the project management plan and baselines accordingly. This will help to maintain
the project alignment with the objectives and expectations of the stakeholders. References:
Business Analysis for Practitioners: A Practice Guide, Chapter 6: Traceability and
Monitoring, Section 6.4: Manage Changes to Requirements, page 117
Sample Question 9
A company is planning a digitization project. Which action should the projectmanager take first when defining the project scope?
A. Assess the current state process to define the scope of the digitization. B. Digitize the current state process exactly as defined. C. Redefine the current state process to scope the supporting software. D. Develop the software that will support the current state process.
Answer: A
Explanation: The project manager should first assess the current state process to
understand the existing problems, needs, and opportunities for improvement. This will help
to define the scope of the digitization project, which is the sum of the products, services,
and results to be delivered by the project. Digitizing the current state process exactly as
defined, redefining the current state process to scope the supporting software, or
developing the software that will support the current state process are all actions that
should be done after defining the project scope, not before. References: PMBOK Guide 7th
Edition, page 71; Agile Practice Guide, page 37.
Sample Question 10
An agile project is running its fifth iteration out of 10. After the last retrospective, the teammembers realize that they had to work extra hours to deliver the committed work Whatshould the project manager do?
A. Ask for additional team members to maintain the velocity B. Implement a checkpoint in the iteration to verify if the team is on track C. Conduct a focused retrospective to help the team to discover the root cause D. Ask the team to have a lower commitment for the next iteration
Answer: C
Explanation: According to the Agile Practice Guide, one of the principles of agile project
management is to “reflect on how to become more effective, then tune and adjust behavior
accordingly” (Section 2.1). This implies that the project manager should facilitate regular
retrospectives, where the team can inspect their work processes, identify what went well
and what can be improved, and plan actions for the next iteration. By conducting a focused
retrospective, the project manager can help the team to discover the root cause of why
they had to work extra hours, and find ways to avoid or mitigate it in the future. This is also
consistent with the PMBOK® Guide, which states that “the project manager should use
retrospectives to review the effectiveness of the project team and the project management
approach” (Section 4.6.3.3). References:
Agile Practice Guide, Section 2.1
PMBOK® Guide, 6th Edition, Section 4.6.3.3
Sample Question 11
In an attempt to streamline project communications, a project manager established ashared portal for all stakeholders to get project information. The sponsor complained aboutthis system and says that it is ineffective.What should the project manager have done to prevent this situation from occurring?
A. Analyzed the sponsor's communication requirements. B. Confirmed that the portal is providing adequate information. C. Verified that the project team is following the communications management plan. D. Ensured the sponsor had the necessary skills to use the portal.
Answer: A
Explanation:
According to the PMBOK Guide1, project communication management includes the
processes of planning, managing, and monitoring project communications. The first
process, plan communications management, involves determining the information and
communication needs of the project stakeholders, such as the sponsor. The project
manager should have analyzed the sponsor’s communication requirements, such as the type, format, frequency, and level of detail of the information they need, as well as their
preferred communication channels and methods. By doing so, the project manager could
have designed and implemented a communication system that meets the sponsor’s
expectations and needs, and avoids any dissatisfaction or complaints. The other options
are not the best preventive actions, as they are either reactive or irrelevant. Confirming that
the portal is providing adequate information, verifying that the project team is following the
communications management plan, and ensuring the sponsor had the necessary skills to
use the portal are all actions that could be taken after the situation has occurred, but they
do not address the root cause of the problem, which is the lack of alignment between the
communication system and the sponsor’s requirements. References:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition
Project Communication Management - Five Steps | PMI
ProjectManagement.com - Project Communication Management
Sample Question 12
A project manager is preparing a project closure report. The project sponsor is confidentabout the success of the project, but the client is not sure that the project outputs willachieve their business needs.Which aspect should the project manager highlight in the closure report to address thestakeholder's concern?
A. How the quality was managed B. How the acceptance criteria were met C. How the scope was managed D. How the stakeholders were managed
Answer: B
Explanation: According to the PMBOK Guide, acceptance criteria are the standards by which the project
deliverables are measured and verified to meet the stakeholder’s expectations and
requirements1. They are defined during the project planning process and agreed upon by
the project team and the client2. By highlighting how the acceptance criteria were met in
the project closure report, the project manager can demonstrate that the project outputs
have fulfilled the client’s business needs and have been formally accepted by them3. This
can also help to resolve any doubts or disputes that the client may have about the quality
or value of the project deliverables4. How the quality, scope, and stakeholders were
managed are also important aspects of the project closure report, but they are not directly
related to the stakeholder’s concern about the project outputs. The project manager should
focus on showing how the project deliverables met the acceptance criteria, which are the
basis for the stakeholder’s satisfaction and sign-off. References:
1: PMBOK Guide, 6th edition, page 161
2: Project Management Acceptance Criteria with Examples, KnowledgeHut, page
1
3: A Guide to Project Closure: 12 Essential Things To Do, Rebel’s Guide to Project
Management, page 2
4: Project Client Acceptance and Sign-Off Form, ProjectManagement.com, page 1
Sample Question 13
A project manager scheduled a session to identify risks on the current project. Most of thestakeholders did not attend the meeting, although they previously confirmed theirattendance.How should the project manager proceed in order to complete the risk register?
A. Cancel the meeting and create the risk register using the project documents. B. Continue the meeting and send the updated risk register to all stakeholders. C. Run the meeting and follow up with each one of the absent stakeholders to get theirinput. D. Escalate the issue of stakeholders not attending the meeting to the project sponsor.
Answer: C
Explanation: A risk register is a tool to identify, document, monitor and resolve project
risks. It is an essential part of the risk management process and should involve the
participation of relevant stakeholders. Stakeholder engagement is a process of identifying,
understanding and involving people who have a stake in the outcome of the project.
Effective stakeholder engagement requires ongoing communication, consultation, and
collaboration. Therefore, the best option for the project manager is to run the meeting with
the available stakeholders and then follow up with each one of the absent stakeholders to
get their input. This way, the project manager can ensure that the risk register is
comprehensive, accurate and reflects the views and concerns of all stakeholders.
Canceling the meeting and creating the risk register using the project documents (option A)
is not a good option because it does not involve the stakeholders and may miss some
important risks or perspectives. Continuing the meeting and sending the updated risk
register to all stakeholders (option B) is also not a good option because it does not allow
the absent stakeholders to provide their input or feedback on the risk register. Escalating
the issue of stakeholders not attending the meeting to the project sponsor (option D) is not
a good option either because it does not address the root cause of the problem and may
create unnecessary conflict or resentment among the stakeholders. References:
1: Risk Register: A Project Manager’s Guide with Examples [2023] • Asana
2: 10 Principles Of Stakeholder Engagement | APM
3: What is Stakeholder Engagement, and Why is it Important for Strategic
Planning?
Sample Question 14
In a fixed time and budget project the customer wants the development of a corecomponent to be based on agile practices, as the final scope of (he requirement has notyet been fully developed. The project manager is participating in contract development withthe sales team and wants to ensure that development costs do not impact the profitabilityof the project.Which two controls should the project manager incorporate into the contract to specificallyaddress the development of the core component? (Choose two)
A. Limit the number of iterations for development in the contract. B. Establish a governance committee to review the contract delivery C. Tier the contract for fixed and agile components D. Provide alternatives to scope change at specific project phases within the contract. E. Require that only internal resources be utilized for this project
Answer: C,D
Explanation:
In a fixed time and budget project, the project manager needs to balance the customer’s
expectations and the project’s profitability. If the customer wants the development of a core component to be based on agile practices, the project manager should use a hybrid
contract that combines both fixed and agile elements. This way, the project manager can
accommodate the customer’s changing requirements while maintaining control over the
project scope, schedule, and cost. A tiered contract for fixed and agile components allows
the project manager to define the fixed deliverables and the agile deliverables separately,
and assign different payment terms and conditions for each. For example, the fixed
deliverables can be paid based on milestones, while the agile deliverables can be paid
based on iterations or value delivered. This also helps the project manager to manage the
risks and uncertainties associated with the agile component. Providing alternatives to
scope change at specific project phases within the contract is another way to control the
development costs and ensure the profitability of the project. The project manager can
specify the criteria and process for requesting and approving scope changes, and offer
different options for the customer to choose from, such as adding or removing features,
adjusting the quality standards, or modifying the schedule or budget. This way, the project
manager can negotiate with the customer and reach a mutually beneficial agreement that
satisfies both parties’ needs and expectations. Limiting the number of iterations for
development in the contract is not a good control, as it may compromise the quality and
value of the agile component. Establishing a governance committee to review the contract
delivery is not a specific control for the development of the core component, but a general
practice for any project. Requiring that only internal resources be utilized for this project is
not a relevant control, as it does not address the customer’s requirement or the project’s
A company is developing a new product. During project planning, a stakeholder from thelegal department does not attend any of the project meetings and is not interestedin the product design.How should the project manager deal with this situation?
A. Escalate the issue to the project sponsor and seek assistance. B. Engage the project stakeholder and ensure all requirements are captured. C. Review the stakeholder engagement plan and communication strategy. D. Review the product requirements and update the stakeholder register.
Answer: C
Explanation: The stakeholder engagement plan and communication strategy are two key documents that guide the project manager in managing stakeholder expectations and
interactions. The project manager should review these documents to identify the level of
interest and influence of the stakeholder from the legal department, and determine the best
way to communicate and involve them in the project. Escalating the issue to the project
sponsor may not be necessary or appropriate at this stage, as the stakeholder may not be
critical for the project success. Engaging the stakeholder and ensuring all requirements are
captured may not be feasible or effective, as the stakeholder may not have any input or
interest in the product design. Reviewing the product requirements and updating the
stakeholder register may not address the root cause of the stakeholder’s lack of
participation, as these documents do not specify how to engage and communicate with the
stakeholder. References:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 13: Stakeholder Engagement, Section 13.2: Plan
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains
and Tasks, Domain 2: Planning, Task 5: Plan Stakeholder Engagement
Professional in Business Analysis (PMI-PBA)® Examination Content Outline,
Domain 2: Planning, Task 5: Plan Stakeholder Engagement
Sample Question 16
A project manager is leading a product development project that requires high involvementfrom several stakeholders. What should the project manager do to ensure this involvement?
A. Evaluate the engagement needs of stakeholders. B. Distribute weekly status emails to stakeholders. C. Engage the sponsor on the behavior of stakeholders. D. Conduct weekly update meetings with stakeholders.
Answer: A
Explanation:
According to the PMP Exam Content Outline, one of the tasks of the project manager is to
“Assess stakeholder needs, interests, values, and influence, and determine the appropriate
approach for engaging stakeholders across the project life cycle” (Task 1, Domain I:
People). This implies that the project manager should evaluate the engagement needs of
stakeholders based on their expectations, requirements, preferences, and level of influence
and interest in the project. By doing so, the project manager can tailor the communication
and collaboration methods to ensure high involvement from the stakeholders throughout
the project. This will help to build trust, manage expectations, and increase stakeholder
A project manager receives feedback from the customer's leadership team regarding theirannoyance about the frequency of email updates. What should the project manager havedone first to prevent this?
A. Understood the customer's company culture B. Updated the communications management plan C. Analyzed customer interest and engagement D. Scheduled weekly update meetings
Answer: A
Explanation:
Customer communication management (CCM) is the strategy to improve the creation,
delivery, storage and retrieval of outbound communications with customers1. CCM is
essential for building and maintaining customer relationships, enhancing customer
satisfaction and loyalty, and delivering value to customers2. One of the key aspects of
CCM is to understand the customer’s preferences, needs, expectations, and feedback
regarding the communication channels, frequency, content, and tone3. This requires the
project manager to conduct a stakeholder analysis and identify the customer’s company
culture, which is the set of shared values, beliefs, norms, and practices that influence how
the customer behaves and communicates4. By understanding the customer’s company
culture, the project manager can tailor the communication approach to suit the customer’s
style and avoid any annoyance or misunderstanding5.
Therefore, the first thing the project manager should have done to prevent the customer’s
leadership team from being annoyed about the frequency of email updates is to understand
the customer’s company culture (option A). This would help the project manager to
determine the optimal communication frequency and method for the customer, and to align
the communication plan with the customer’s expectations. Updating the communications
management plan (option B), analyzing customer interest and engagement (option C), or
scheduling weekly update meetings (option D) are possible actions that the project
manager could take after understanding the customer’s company culture, but they are not
2: ClickUp, What is Customer Communication Management (CCM)?
3: QuestionPro, Customer Communication Management: Strategies for Success
4: PMBOK® Guide, 6th edition, p. 513
5: PMBOK® Guide, 6th edition, p. 376
Sample Question 18
A project manager is managing an internal project that was poorly defined. Recently, theproject manager received several change requests raised by the organization's upper management.What should the project manager do first?
A. Review the benefits of the proposed changes in relation to the business case. B. Assess the time overrun, and start implementation to avoid additional delays. C. Request a provisional budget increase to avoid any budget overruns. D. Motivate the team to avoid the frustration of working on a prolonged project.
Answer: A
Explanation: According to the PMBOK® Guide, the project manager is responsible for performing
integrated change control, which involves reviewing and approving change requests that
may affect the project scope, schedule, cost, quality, or other aspects. Therefore, the
project manager should review the benefits of the proposed changes in relation to the
business case, which is the document that justifies the project initiation and continuation
based on the expected value and alignment with the organizational strategy. The project
manager should evaluate if the proposed changes are necessary, feasible, and beneficial
for the project and the organization, and if they outweigh the potential costs and risks.
Assessing the time overrun, and starting implementation to avoid additional delays may not
be the best option, as it may result in scope creep, quality issues, or stakeholder
dissatisfaction. The project manager should not implement the changes without reviewing
and approving them first, and without communicating them to the relevant parties.
Requesting a provisional budget increase to avoid any budget overruns may not be
possible or timely. The project manager should not request more funds without analyzing
the impact of the changes on the project budget, and without obtaining the approval or
guidance from the management or the sponsor. Motivating the team to avoid the frustration
of working on a prolonged project may be a good practice, but it is not the first thing the
project manager should do. The project manager should first address the change requests
and their implications for the project, and then manage the team’s expectations and morale
Integrated Change Control) and Chapter 5, Section 5.1.3.1 (Business Case)
Sample Question 19
A key agile project team member takes a leave of absence in the middle of an iteration andwill not return to work for a while What should the project manager do next regarding thefeature on which the team member was working?
A. Assign the feature to another team member, and have them try to complete the featureby the end of this iteration B. Review team capacity and reassign the functionality to additional iterations as required C. Determine if the team member can work from home to complete the functionality. D. Review the work in progress with the product owner to determine the next step
Answer: D
Explanation: According to the PMBOK Guide, the product owner is the person responsible for defining
and prioritizing the product backlog, and ensuring that the product delivers value to the
customer and stakeholders1. The product owner also collaborates with the project team
and the project manager to review the work in progress and provide feedback2. Therefore,
if a key agile project team member takes a leave of absence in the middle of an iteration
and will not return to work for a while, the project manager should review the work in
progress with the product owner to determine the next step regarding the feature on which
the team member was working. The product owner may decide to defer, modify, or cancel
the feature depending on the value and urgency of the feature. The other options are not
the best actions for the project manager to do next. Assigning the feature to another team
member may not be feasible or desirable, as it may disrupt the team’s self-organization and
velocity3. Reviewing team capacity and reassigning the functionality to additional iterations
may not be aligned with the product owner’s vision and expectations4. Determining if the
team member can work from home may not be possible or appropriate, as it may depend
on the team member’s personal situation and the nature of the work. References:
1: PMBOK Guide, 6th edition, page 49
2: PMBOK Guide, 6th edition, page 50
3: PMBOK Guide, 6th edition, page 52
4: PMBOK Guide, 6th edition, page 53
: PMBOK Guide, 6th edition, page 54
: PMBOK Guide, 6th edition, page 57
Sample Question 20
A project manager recently joined the company. At the interview, the project managerdemonstrated experience with agile delivery, and the project management office (PMO)manager asked for assistance in implementing agile.What should the project manager do to initiate the adoption of agile within the company?
A. Organize agile workshops with the developers and testers to gain their support in usingagile approaches for their projects. B. Request that all the project managers and business managers receive training in theagile framework used previously by the project manager. C. Advise the PMO manager to continue with the company's current predictive approachesuntil all the projects in execution are closed. D. Assess the organization's culture to determine if agile can be used in project deliveryand determine the practices to be used.
Answer: D
Explanation:
The project manager should first assess the organization’s culture, readiness, and maturity
to adopt agile methods, as well as the nature and complexity of the projects. Based on this
assessment, the project manager can then propose the most suitable agile practices and
frameworks that can be tailored to the organization’s context and needs. This approach will
help to ensure a smooth and successful transition to agile, as well as to address any
potential resistance or challenges. Organizing agile workshops, requesting training, or
advising the PMO manager to continue with predictive approaches are not the best ways to
initiate the adoption of agile, as they do not consider the organization’s current situation
and capabilities. References: 1, 2, 3
1: PMI. (2020). A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) – Sixth Edition. Newtown Square, PA: Project Management Institute, Inc.
Chapter 1, Section 1.2.3.2, p. 9.
2: PMI. (2020). PMP Sample Test Questions (correct answers are bolded).
Institute, Inc. Chapter 2, Section 2.1, pp. 13-14.
Sample Question 21
A project manager is managing multiple teams. One team member complains to the projectmanager about the favoritism shown by a team lead to another team member and citesmultiple instances.Risk Response Strategies Analyze if someone else could contribute Record theobservations and move ahead Check for options to exclude the stakeholderWhat should the project manager do to resolve the team member's concerns?
A. Use the withdraw/avoid technique to allow the individuals to resolve the issue betweenthemselves. B. Use a problem-solving approach and set up a discussion with the team lead and teammember. C. Establish guidelines for team leads to ensure that all team members are appropriatelytreated. D. Provide direction to the team lead on how to resolve the issue with the team memberdirectly.
Answer: B
Explanation: The project manager should address the team member’s concerns by using
a problem-solving approach, which involves identifying the root cause of the conflict,
generating and evaluating alternative solutions, and implementing the best option. The
project manager should set up a discussion with the team lead and the team member to
facilitate open and honest communication, listen to both sides of the story, and help them
reach a mutually acceptable resolution. This is consistent with the principle of leading with
empathy and respect, which is part of the PMI Talent Triangle®. References:
PMBOK Guide 7th Edition, page 133
Agile Practice Guide, page 48 PMI Talent Triangle® 1
Sample Question 22
A project is delayed due to an undelivered component, which was caused by a conflictbetween the procurement lead and the contracts manager. The project managerschedules a meeting with the two stakeholders to resolve the issue.What role does the project manager play in this situation?
A. Accommodator B. Mediator C. Arbitrator D. Conciliator
Answer: B
Explanation: The project manager plays the role of a mediator in this situation, as this is
part of managing stakeholder engagement. Managing stakeholder engagement involves
communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By scheduling a meeting
with the two stakeholders, the project manager acts as a neutral third party who facilitates
the discussion and helps them reach a mutually acceptable solution. The other options are
not the best ways to describe the project manager’s role, as they either imply a biased,
authoritative, or passive approach to conflict resolution. References: (Professional in
Business Analysis Reference Materials source and documents)
PMP Exam Content Outline, June 2019, Domain II, Task 9
PMP Sample Test Questions, Question 393
Sample Question 23
After a project team has been working on a project for several months the project iscancelled. The project sponsor is putting pressure on the project manager to performcloseout duties as fast as possible so that the project team can move on to other work Theproject sponsor has instructed the team not to waste time archiving the project artifacts forthe cancelled projectHow should the project manager handle this situation?
A. Comply with the project sponsor's request to not archive the project artifacts. B. Consult with the project management office (PMO) for guidance on project artifacts. C. Archive the project artifacts on the project manager's local computer for futurereference. D. Document the project sponsor's instructions as the archived project artifacts.
Answer: B
Explanation: According to the PMBOK Guide, project artifacts are any documents or
information that are produced or consumed by a project, such as plans, reports, contracts,
deliverables, etc. Project artifacts should be archived at the end of the project or phase for
future reference, lessons learned, audits, or legal purposes. The project management office
(PMO) is a centralized entity that oversees the management of projects, programs, and
portfolios, and provides guidance, standards, policies, and procedures for project
management. The project manager should consult with the PMO for guidance on how to
archive the project artifacts for the cancelled project, as the PMO may have specific
requirements or best practices for this process. The project manager should not comply
with the project sponsor’s request to not archive the project artifacts, as this may violate
organizational policies, contractual obligations, or ethical principles. The project manager
should not archive the project artifacts on his or her local computer, as this may
compromise the security, accessibility, or quality of the information. The project manager
should not document the project sponsor’s instructions as the archived project artifacts, as
this may not capture the full scope, history, or outcome of the project. References:
A business analyst on the project meets the customer in the elevator and says that due toconstant changes in requirements the development of the product will take more time thanexpected What should the project manager do?
A. Submit a change request to the change control board (CCB) in order to reflect the new requirements and longer timeline of the project B. Refer to the resource management plan to find out if more business analysts may beassigned to process the requirements changes C. Point out to the project team and the customer that all information concerning thetimeline of the project should be communicated by the project manager. D. Explain that distribution of important news can only be done using traceablecommunication methods
Answer: C
Explanation:
According to the PMBOK® Guide, the project manager is responsible for managing the
communication among stakeholders, and ensuring that the information needs of the project
are met (Section 10.1). The project manager should also establish and enforce the ground
rules for communication within the project team, and address any issues that may arise
from unauthorized or inappropriate communication (Section 9.3.2.4). By pointing out to the
project team and the customer that all information concerning the timeline of the project
should be communicated by the project manager, the project manager can prevent
confusion, misunderstanding, and conflict among the stakeholders, and maintain control
over the project scope and schedule. This is also consistent with the Professional in
Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the
tasks of a business analyst is to “communicate requirements information to stakeholders
according to the communication plan” (Task 4.3). References:
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task
4.3
Sample Question 25
At the daily project meeting, team members are complaining about receiving emails fromtheir functional managers to support other nonproject-related tasks. This is having anegative impact on the team's productivity.What should the project manager do next?
A. Ask the product owner to speak with the functional managers to ensure futurerequirements come through the product owner. B. Log this as a risk in the risk register and continue to monitor the issue at subsequentmeetings. C. Address this concern with the functional managers to ensure there will be no furtherdelays. D. Schedule a meeting with all of the functional managers to resolve the resource conflicts.
Answer: C
Explanation: The project manager should address this concern with the functional managers to ensure
there will be no further delays in the project. The functional managers are the managers
who have authority over the team members in their respective functional areas, such as
engineering, marketing, finance, etc. The functional managers are responsible for
assigning and releasing the team members to the project, as well as providing them with
the necessary training, support, and feedback. The project manager should communicate
and coordinate with the functional managers to ensure that the team members are
available and committed to the project, and that they are not distracted or overloaded by other nonproject-related tasks. The project manager should also explain to the functional
managers the impact of their emails on the team’s productivity and morale, and request
them to respect the team’s priorities and schedules. The project manager should also seek
the support and intervention of the project sponsor or the senior management, if needed, to
resolve any resource conflicts or issues.
The other options are not the best actions for the project manager to take in this situation.
Asking the product owner to speak with the functional managers to ensure future
requirements come through the product owner is not relevant or effective, as it does not
address the current problem of the team members receiving emails from their functional
managers to support other nonproject-related tasks. The product owner is the person who
represents the customer’s voice and defines and prioritizes the product backlog, which is a
list of features and requirements that the customer wants to have in the product. The
product owner is not involved in the resource management or allocation of the project, and
may not have the authority or influence to negotiate with the functional managers. Logging
this as a risk in the risk register and continuing to monitor the issue at subsequent meetings
is not proactive or sufficient, as it does not prevent or mitigate the negative impact of the
team members receiving emails from their functional managers to support other
nonproject-related tasks. The risk register is a document that records the identified risks,
their causes, impacts, probabilities, responses, and owners. The project manager should
not just document and monitor the issue, but also take action to resolve it as soon as
possible. Scheduling a meeting with all of the functional managers to resolve the resource
conflicts may be too time-consuming and complicated, as it may involve multiple parties
and perspectives. The project manager should not wait for a meeting to address the issue,
but rather contact the functional managers individually and directly, and seek their
Due to a recent budget reduction, two team members were released from an agileteam. The customer is still expecting early results for the project.Which two actions should the project manager take to align customer expectations?(Choosetwo)
A. Ask the agile team to review the updated sprint velocity with the customer. B. Ask the product owner to review the prioritized backlog with the customer. C. Ask the agile team to review and update the quality management plan with thecustomer. D. Review the impediments log with the customer. E. Send a detailed project management plan to the customer.
Answer: A,B
Explanation: The project manager should take these two actions to align customer
expectations with the current situation of the project. The sprint velocity is a measure of
how much work the agile team can complete in a sprint. By reviewing the updated sprint
velocity with the customer, the project manager can show the impact of losing two team
members on the project schedule and scope. The customer can then adjust their
expectations accordingly and provide feedback on the project progress. The prioritized
backlog is a list of features and requirements that the customer wants to have in the
product. By asking the product owner to review the prioritized backlog with the customer,
the project manager can ensure that the most valuable and important features are
delivered first. The customer can also reprioritize the backlog items based on their
changing needs and preferences. This way, the project manager can deliver early results
that meet the customer’s satisfaction.
The other options are not the best actions to align customer expectations. Asking the agile
team to review and update the quality management plan with the customer is not relevant
to the budget reduction or the early results. The quality management plan defines the
quality standards, criteria, and methods for the project. It is not a tool for communicating
the project status or scope with the customer. Reviewing the impediments log with the
customer is not a good practice, as it may expose the internal issues and challenges of the
agile team. The impediments log is a record of the obstacles and problems that the agile
team faces during the project. It is used by the agile team and the scrum master to identify
and resolve the impediments. The customer does not need to know the details of the
impediments log, as it may affect their trust and confidence in the project team. Sending a
detailed project management plan to the customer is not appropriate for an agile project, as
it may imply a fixed and rigid approach to the project. The project management plan is a
formal document that describes how the project will be executed, monitored, and
controlled. It is not suitable for an agile project, as it does not accommodate the changes and uncertainties that occur during the project. An agile project relies on frequent and
informal communication, collaboration, and feedback with the customer, rather than a
A stakeholder is requesting that the project manager share project status updateson a regular basis. This stakeholder is not included in the regular distribution list.What should the project manager do?
A. Start sending status updates to this stakeholder based on the request. B. Ask the stakeholder's manager if the stakeholder can be added to the list. C. Review the stakeholder engagement and communications management plans. D. Escalate the stakeholder’s request to the project sponsor.
Answer: C
Explanation: According to the PMBOK Guide, the stakeholder engagement plan and the
communications management plan are two key project documents that guide the project
manager on how to manage stakeholder expectations and communicate project
information. The stakeholder engagement plan identifies the stakeholder needs, interests,
and level of engagement, and defines the strategies and actions to increase their support
and minimize their resistance. The communications management plan specifies the
communication requirements, methods, frequency, and formats for each stakeholder or
stakeholder group. The project manager should review these plans to determine if the
stakeholder requesting the status updates is appropriately engaged and informed, and if
any changes are needed to accommodate the request. Reviewing the stakeholder
engagement and communications management plans is the best action that the project
manager should take in this situation. Starting to send status updates to this stakeholder
based on the request (A) may not be appropriate or feasible, as it may violate the
communication protocols, overload the stakeholder with unnecessary information, or create
inconsistencies with other stakeholders. Asking the stakeholder’s manager if the
stakeholder can be added to the list (B) may not be necessary or effective, as it may
bypass the stakeholder’s own preference, authority, or influence, or create conflict with the
stakeholder’s manager. Escalating the stakeholder’s request to the project sponsor (D)
may not be warranted or advisable, as it may indicate a lack of project management skills,
create unnecessary involvement of the project sponsor, or damage the relationship with the
A project manager has just taken over a project that is halfway through its schedule. In abrief meeting with the client’s key project team, the project manager receives severalrequests from a specific client team member who was not at the project team meeting. Therequests for information seem to be for trivial information that was previously submitted inproject documents.What should the project manager do first?
A. Send an email to the client team member explaining that they have the informationalready. B. Review the stakeholder register to gain insight into the expectations of that teammember. C. Inform the client project manager that they are sending too many trivial requests. D. Update the project risk register to include potential delays in answering these requests.
Answer: B
Explanation: According to the PMBOK Guide, 6th edition, one of the key processes of the
Project Stakeholder Management knowledge area is Identify Stakeholders, which involves
identifying the people, groups, or organizations that could impact or be impacted by the
project, and analyzing their expectations, interests, and influence. One of the outputs of this
process is the stakeholder register, which contains information such as the identification,
assessment, and classification of the project stakeholders. By reviewing the stakeholder
register, the project manager can gain insight into the expectations of the specific client
team member who is requesting trivial information, and understand the possible reasons
behind their behavior, such as lack of trust, low engagement, or hidden agenda. This will
help the project manager to plan and implement appropriate strategies to manage the
stakeholder’s expectations and requests, and avoid unnecessary conflicts or delays in the
A project manager identifies an issue between two team members that is affecting thedevelopment of one of the deliverables during the second iteration of a project. How shouldthe project manager address this issue to avoid any impact to the project?
A. Contact the functional managers to request substitutes for the conflicting teammembers. B. Send a warning to both team members indicating that if the issue continues, both will beremoved from the project. C. Schedule a meeting with both team members to understand the issue and facilitate asolution that satisfies both parties. D. Escalate both team members to their respective functional managers and let them takethe appropriate actions
Answer: C
Explanation: The project manager should address the issue between the two team members by
scheduling a meeting with them and using conflict resolution techniques to find a mutually
acceptable solution. This way, the project manager can prevent the issue from escalating
and affecting the project performance and team morale. This approach is consistent with
the agile principle of fostering collaboration and trust among the team
Management 2: Agile Practice Guide, Chapter 2: An Agile Mindset
Sample Question 30
In the middle of an iteration a team member suggests a new method of doing things Themethod provides no value to the end customer, however it may help the team to work moreefficiently The change may require several days of work to implementHow should the project manager respond to the suggestion?
A. The change should be considered and immediately added to the product backlog. B. The change should be considered and presented to the project sponsor for approval C. The change should be considered because it will help the team work more efficiently D. The change should not be considered because it adds no value to the end customer
Answer: C
Explanation:
According to the PMBOK Guide, an iteration is a fixed time period during which a set of
activities are performed to deliver a potentially releasable product increment. In an agile or
hybrid environment, the project manager should encourage the team to continuously
inspect and adapt their processes and practices to improve their performance and deliver
value to the customer. If a team member suggests a new method of doing things that
provides no value to the end customer, but may help the team to work more efficiently, the
project manager should consider the change because it will help the team work more
efficiently. This means that the project manager should evaluate the benefits and costs of
the proposed change, and determine if it is worth implementing. The project manager
should also consult with the team and the product owner to get their feedback and
approval. The change should not be immediately added to the product backlog, as it may
disrupt the prioritization and planning of the customer requirements. The change should not
be presented to the project sponsor for approval, as it is not a significant change that
affects the project scope, schedule, or budget. The change should not be rejected because
it adds no value to the end customer, as it may add value to the team and the project by
improving the team’s efficiency and quality. References: PMBOK Guide, 6th edition, pages
18-19, 686-687, 723-724.
Sample Question 31
In a global project, the project manager has to plan and manage communication betweenthe team members and stakeholders in order to ensure the project will remain on track andachieve its goals.What should the project manager do?
A. Consider cultural differences among stakeholders. B. Conduct an integration meeting among all stakeholders. C. Schedule communication training for management-level stakeholders. D. Understand how political aspects can affect the project.
Answer: A
Sample Question 32
A global company is executing a strategic project to upgrade a legacy enterprise system.The company uses a hybrid approach to project management and has just completed thefirst sprint A team member provided ideas to improve the testing process during the sprintretrospective.What is the next step for the project manager?
A. Document the lessons learned and implement improvements in the next sprint B. Facilitate a daily standup with the team to track the implementation of changes C. Organize a demonstration of the changes in the enterprise system D. Request that all team members think of ideas to improve processes.
Answer: A
Explanation: According to the PMBOK Guide, a sprint retrospective is a meeting held at
the end of each sprint to review the work done, identify the lessons learned, and plan the
improvements for the next sprint1. The project manager should document the lessons
learned and implement the improvements in the next sprint to ensure continuous
improvement and customer satisfaction2. The other options are not the next step for the project manager. Facilitating a daily standup is a regular activity during the sprint, not after
it3. Organizing a demonstration of the changes is done at the end of each sprint to show
the product increment to the customer and stakeholders. Requesting that all team
members think of ideas to improve processes is not a specific action, but a general
expectation. References:
1: PMBOK Guide, 6th edition, page 188
2: PMBOK Guide, 6th edition, page 189
3: PMBOK Guide, 6th edition, page 186
: PMBOK Guide, 6th edition, page 187
: PMBOK Guide, 6th edition, page 190
Sample Question 33
A company is moving its headquarters to another city. The project manager responsible forthe assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needsto decide which kind of control to sign with the vendor responsible for migrating thesystems.How should the project manager address this situation?
A. Negotiate payment after all project migration is completed B. Sign a single agreement for the whole project C. Use fixed-price increments as user stories are completed. D. Confirm payment after each project retrospective
Answer: C
Explanation:
When using an agile approach, the project manager should use a contract type that allows
for flexibility and adaptation to changing requirements and priorities. A fixed-price contract
with increments based on user stories is a suitable option, as it aligns the payment with the
delivery of value to the customer. The other options are not appropriate for an agile project,
as they either do not provide enough flexibility (A and B) or do not link the payment to the
value delivered (D). References: PMBOK Guide, 6th edition, page 374; Agile Practice
Guide, page 97.
Sample Question 34
During a project review meeting, the project sponsor is worried that the protect may not bedelivering results as planned Based on that the project manager is evaluating the projectstatus. What information should the project manager use as an indicator that the project isactually delivering value?
A. Stakeholders are satisfied with the current status. B. The project is under budget and on schedule C. The project is aligned with the project charter D. The protect is aligned with the benefits management plan
Answer: D
Explanation: The project manager should use the alignment of the project with the
benefits management plan as an indicator that the project is actually delivering value
because this is the best way to measure the project’s contribution to the organization’s
strategic objectives and expected outcomes. The benefits management plan defines the
benefits that the project is expected to deliver, the metrics and targets to evaluate them, the
roles and responsibilities for benefits realization, and the timeline and process for benefits
review and transition. By comparing the project’s performance and deliverables with the
benefits management plan, the project manager can assess the value of the project and
identify any gaps or issues that need to be addressed. The other options are not the best
choices because they do not necessarily reflect the value of the project. Stakeholders’
satisfaction with the current status (option A) may be subjective and biased, and may not
consider the long-term benefits of the project. The project being under budget and on
schedule (option B) may indicate the project’s efficiency and adherence to the plan, but it
does not guarantee the project’s effectiveness and alignment with the business needs. The
project being aligned with the project charter (option C) may show the project’s compliance
with the initial scope, objectives, and assumptions, but it does not account for any changes or updates that may affect the project’s value proposition. References: PMBOK Guide, 6th
A project manager is leading an agile project in an organization that has not executed thistype of project before. In order to ensure the project is following the compliancerequirements, what should the project manager do?
A. Follow the organization's process and deliverables for predictive projects, even ifthey compromise the agility and performance of the project. B. Use the risk register to document all of the compliance vulnerabilities generated bythe project so that all decisions are well documented and approved by stakeholders. C. Meet with the project management office (PMO)/compliance entity to work onprocess tailoring to ensure that the agile deliverables support the compliance requirementsof the organization. D. Coach upper management on agile practices, explaining that an agile project isconcerned with value delivery, and negotiate a way out of the compliance requirements.
Answer: C
Explanation: The project manager should meet with the PMO/compliance entity to work
on process tailoring, as this will help them to adapt the agile approach to the specific
compliance requirements of the organization. Process tailoring is the act of customizing the
project management processes, practices, and tools to suit the needs and characteristics
of a particular project. By meeting with the PMO/compliance entity, the project manager
can identify the relevant compliance standards, regulations, and policies that apply to the
project, and determine how to align the agile deliverables with them. The project manager can also negotiate the level of documentation, reporting, and auditing that is required for
the project, and seek ways to streamline and simplify them. This will help to ensure that the
project is compliant, while also maintaining the agility and performance of the project
team. References:
Project Manager’s Guide To Implementing A Compliance Program
Project Management Compliance Process - RMC Learning Solutions
Compliance - Scaled Agile Framework
Agile Approach in Regulatory Enviroment | DA - Project Management Institute
Achieving Regulatory and Industry Standards Compliance with the Scaled …
Sample Question 36
A project team member complained to the project manager that they are not sure f on thelatest requirements document because it was emailed to them about one week ago. Theymentioned that, in the past they worked on a document tor more than 20 hours only to findout later that another team member had already updated that same document but did notsend them the latest revisions.What should the project manager do to avoid this situation in the future?
A. Encourage better team communication by positioning team members closer together. B. Implement a project management information system (PMIS) C. Update the communications management plan to ensure correct delivery of the latestversion D. Restrict team members from sending the requirements documents via email
Answer: B
Explanation: The project manager should implement a project management information
system (PMIS) to avoid this situation in the future. A PMIS is a system that provides the
tools and techniques to gather, integrate, and disseminate the outputs of project
management processes. A PMIS can help the project manager and the team to manage
the project documents, such as the requirements document, and ensure that they are
updated, controlled, and shared in a timely and consistent manner. A PMIS can also
facilitate collaboration and communication among the project team and other stakeholders,
and reduce the risk of errors, conflicts, and rework. Encouraging better team communication by positioning team members closer together may not be enough, as it
does not address the issue of document management and version control. Updating the
communications management plan to ensure correct delivery of the latest version may not
be effective, as it does not provide the tools and techniques to implement the plan.
Restricting team members from sending the requirements documents via email may not be
feasible or appropriate, as it may limit the flexibility and accessibility of the project
information. References:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains
and Tasks, Domain 2: Planning, Task 6: Plan Business Analysis Information
Management
Professional in Business Analysis (PMI-PBA)® Examination Content Outline,
Domain 2: Planning, Task 6: Plan Business Analysis Information Management
Sample Question 37
After a project learn has been working on a project for several months, the project Iscancelled The project sponsor Is putting pressure on the project manager to performcloseout duties as fast as possible so that the project team can move on to other work. Theproject sponsor has instructed the team not to waste time archiving the project artifacts forthe cancelled project.How should the project manager handle this situation?
A. Comply with the project sponsor's request to not archive the project artifacts. B. Document the project sponsor's instructions as the archived project artifacts. C. Archive the project artifacts on the project manager's local computer for future reference D. Consult with the project management office (PMO) for guidance on project artifacts.
Answer: D
Explanation: The project manager should consult with the project management office
(PMO) for guidance on project artifacts, as the PMO is responsible for establishing and
maintaining the project management standards, policies, and procedures within the organization. The PMO can advise the project manager on the best practices and
requirements for archiving the project artifacts, even for a cancelled project. Archiving the
project artifacts is important for capturing the lessons learned, maintaining the
organizational knowledge, and complying with the legal and ethical obligations. The other
options are not as effective or appropriate as consulting with the PMO. Complying with the
project sponsor’s request to not archive the project artifacts may result in losing valuable
information and violating the professional code of conduct. Documenting the project
sponsor’s instructions as the archived project artifacts may not be sufficient or accurate,
and may create confusion and conflict in the future. Archiving the project artifacts on the
project manager’s local computer may not be secure or accessible, and may not follow the
organizational standards and processes. References:
PMBOK Guide, 7th edition, page 279
PMI-PBA Exam Content Outline, 2018, page 13
Sample Question 38
A company has made multiple staff and operational changes over the last several years,significantly improving the company culture. A project manager was recently assigned toreport to a new project supervisor. The project manager notices the supervisor's style of leadership is about getting the job done in the shortest possible time regardless ofoperational and worker impacts. This is causing some complaints from workers.How should the project manager handle this situation?
A. Discuss the company culture with the supervisor to clarify expectations. B. Review the overall organizational culture of the company again. C. Request that the new supervisor be assigned to another project. D. Explain to the workers that they need to listen to the supervisor.
Answer: A
Explanation:
The project manager should try to resolve the conflict between the supervisor and the
workers by communicating the company culture and values, and how they affect the project
objectives and stakeholder satisfaction. The project manager should also seek to
understand the supervisor’s perspective and goals, and find a way to align them with the
project team’s needs and expectations. This approach is consistent with the PMBOK
Guide’s recommendations on managing stakeholder engagement, conflict management,
A project manager has joined a company m an unfamiliar industry and has been given astrategically important project Being new, and not fully understanding the interdependencesof the various departmental work items, the project manager is unsure of how to plan theprojectHow should the project manager proceed?
A. Consult the project sponsor and request their feedback B. Consult the product owner and request a complete prioritization session C. Consult a senior project manager within the organization and request their expertjudgement D. Consult a senior developer within the organization and request their input.
Answer: C
Explanation: According to the PMBOK Guide, one of the tools and techniques for
developing the project management plan is expert judgement1. This involves obtaining
guidance and advice from knowledgeable and experienced individuals or groups, such as
subject matter experts, consultants, industry associations, or professional and technical
organizations. By consulting a senior project manager within the organization, the project
manager can leverage their expert judgement to understand the interdependencies of the
work items, the industry standards and best practices, and the organizational processes
and policies that may affect the project planning. The other options are not appropriate, as
they do not address the issue of the project manager’s lack of familiarity with the industry
and the work items. Consulting the project sponsor, the product owner, or the senior
developer may provide some useful information, but they are not the best sources of expert
judgement for the project manager in this situation. References:
1: PMBOK Guide, 6th edition, page 89
Sample Question 40
A project sponsor asks the project team to add an enhancement to the project How shouldthe project manager address this request?
A. Check if the budget can cover the enhancement B. Accept the request because it came from the project sponsor C. Refuse the project sponsor's request because it is out of scope D. Validate the proposed change's impact on the project.
Answer: D
Explanation: According to the PMBOK Guide, the project manager should follow the
change management process to handle any change request, regardless of the source or
nature of the change. The change management process involves identifying, analyzing,
documenting, presenting, deciding, communicating, and implementing the change request.
The first step in this process is to validate the proposed change’s impact on the project,
which means assessing how the change would affect the project scope, schedule, cost,
quality, risk, and other aspects. This would help the project manager to determine the
feasibility, desirability, and priority of the change request, and to prepare a
recommendation for the change control board (CCB). The project manager should not
check the budget, accept, or refuse the change request without validating its impact first, as
these actions would bypass the change management process and could lead to negative
consequences for the project. References:
PMBOK Guide’s Change Management Process For PMP Exam
Change Management Process for Project Managing Change in Organizations: A Practice Guide
Sample Question 41
A project team's performance has declined for the last three iterations Some of the teammembers are disappointed, and raise their concerns during the retrospective meeting Whatshould the project manager do?
A. Focus on remediation not merely on correcting symptoms B. Compare the team's performance against other project teams C. Identify potential failure points based on the iteration workload D. Motivate the team to perform better
Answer: A
Explanation:
According to the PMBOK Guide, a retrospective meeting is a process of reviewing and
analyzing the past performance of a project team, especially in an agile or hybrid
environment. The purpose of the retrospective meeting is to identify the strengths and
weaknesses of the team, the lessons learned, and the improvement actions for the future.
The project manager should facilitate the retrospective meeting and encourage the team to
share their feedback, opinions, and suggestions. If the project team’s performance has
declined for the last three iterations, the project manager should focus on remediation not
merely on correcting symptoms. This means that the project manager should help the team
to find the root causes of the performance issues, and implement effective solutions that
address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide
more communication tools, but also improve the communication processes, protocols, and
skills of the team. Focusing on remediation not merely on correcting symptoms will help the
team to improve their performance and prevent recurrence of the same issues. Comparing
the team’s performance against other project teams is not a good option, as it may
demoralize the team, create unhealthy competition, and ignore the unique context and
challenges of each project. Identifying potential failure points based on the iteration
workload is a useful technique, but it is not enough to improve the team’s performance. The
project manager should also analyze the actual failure points and the reasons behind them,
and take corrective and preventive actions accordingly. Motivating the team to perform
better is a desirable outcome, but it is not a specific action that the project manager should
do. The project manager should use various motivational techniques, such as recognition,
rewards, empowerment, and feedback, to inspire the team and enhance their morale and
During project execution, a project manager discovers that the budget at completion hasshifted significantly and is higher than expected.What should the project manager do?
A. Adjust the original budget estimates with the current cost variance. B. Negotiate the project changes and adjust stakeholder expectations. C. Perform a root cause analysis of the project performance. D. Review the activity duration to reforecast the project completion date
Answer: C
Explanation:
According to the PMBOK Guide, a root cause analysis is a technique used to identify the
underlying reasons for the occurrence of a problem or a deviation from the expected
performance. It is part of the monitor and control project work process, which involves
tracking, reviewing, and reporting the project progress and performance, and implementing
corrective or preventive actions as needed. A root cause analysis can help the project
manager to understand the causes of the budget shift and to take appropriate actions to
address them. It can also help to prevent similar problems from happening again in the
future. Adjusting the original budget estimates, negotiating the project changes, or
reviewing the activity duration are possible actions that the project manager can take after
performing a root cause analysis, but they are not the first step to do when faced with a
significant budget shift. References:
PMBOK Guide, 6th edition, pages 121-122, 4.5 Monitor and Control Project Work
PMBOK Guide, 6th edition, pages 686-687, Root Cause Analysis
PMP Sample Test Questions, question 1, answer D
Sample Question 43
A project manager is assigned to oversee the deployment of a new product thatwill be used by the entire organization. A key success factor for the project is the timelyand successful adoption of the new solution by all entities.What should the project manager do to ensure the success of this critical project?
A. Considering the project scope and the multiple entities impacted by the solution,communicate with the stakeholders and ask them to adhere to the date. B. Ask the project sponsor to issue a directive requesting all business entities toaccept the date set for the new solution launch. C. Given the size of the organization and the multiple parties involved, discuss thelaunch date with the CEO and then communicate it to all entities. D. Engage in creative and iterative negotiations with the leaders of each entity toagree on the launch date.
Answer: D
Explanation: According to the PMBOK Guide, 6th edition, one of the key skills of a project
manager is to negotiate with stakeholders to achieve project objectives and balance the
competing project constraints. Negotiation is also a tool and technique for the process of
Manage Stakeholder Engagement, which aims to ensure that stakeholders’ needs and
expectations are met or exceeded. By engaging in creative and iterative negotiations with
the leaders of each entity, the project manager can foster collaboration, trust, and
commitment among the parties involved in the project, and ensure that the launch date is
acceptable and feasible for all. This will increase the likelihood of timely and successful
adoption of the new solution by the entire organization. References: PMBOK Guide, 6th
edition, pages 53, 513-514, 518.
Sample Question 44
A company is leading a project to develop a new product using an agile approach. Asupplier was contracted to provide a solution for one of the product features based onmandatory scope, stable requirements, and fixed-price contract. During a meeting with thesupplier, the project manager was informed that the company's business analyst alsoasked the supplier to add a solution for another feature as part of their deliverable. What should the project manager do?
A. Add the feature to the supplier's requirement list so they can deliver it. B. Ask the supplier to accommodate the additional scope under the current agreement. C. Ensure the project team understands the agreement and contract in place with thesupplier. D. Monitor the work the business analyst is performing to avoid scope creep.
Answer: C
Explanation:
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should
use procurement documentation to define and manage the contractual relationships with
the suppliers. Procurement documentation includes the contract, the statement of work, the
procurement management plan, and the source selection criteria. The project manager
should ensure that the project team, including the business analyst, is aware of the terms
and conditions of the contract and the scope of work that the supplier is expected to
deliver. Any changes or additions to the scope should be formally requested and approved
through the change control process, as described in section 4.6. The PMI-PBA Guide,
section 6.3.3.1, also supports this approach, as it states that the business analyst should
follow the change management plan and the requirements management plan to manage
changes to the requirements and to communicate them to the relevant stakeholders,
including the suppliers. References:
PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
According to the PMBOK Guide, 6th edition, section 12.2.2.4, the project manager should
use procurement documentation to define and manage the contractual relationships with
the suppliers. Procurement documentation includes the contract, the statement of work, the
procurement management plan, and the source selection criteria. The project manager
should ensure that the project team, including the business analyst, is aware of the terms
and conditions of the contract and the scope of work that the supplier is expected to
deliver. Any changes or additions to the scope should be formally requested and approved
through the change control process, as described in section 4.6. The PMI-PBA Guide,
section 6.3.3.1, also supports this approach, as it states that the business analyst should
follow the change management plan and the requirements management plan to manage
changes to the requirements and to communicate them to the relevant stakeholders,
including the suppliers. References:
PMBOK Guide, 6th edition, section 12.2.2.4 and 4.6
PMI-PBA Guide, section 6.3.3.1
Sample Question 45
A new team member on a self-organizing team is finding it difficult to deliver due to the newtechnology being used in the project. What should the project manager do in this situation?
A. Request the team member to move to another team. B. Delegate other team members to complete this team member's tasks. C. Mentor the team member and provide the necessary training. D. Include this team member in an improvement program through a human resourcesrequest.
Answer: C
Explanation: The project manager should mentor the team member and provide the
necessary training because this is the best way to help the team member overcome the
difficulty and deliver the expected results. Self-organizing teams are empowered to make
decisions and collaborate with each other, so the project manager should act as a facilitator
and coach rather than a directive leader. The other options are not the best choices
because they do not address the root cause of the problem, which is the lack of knowledge
or skills in the new technology. Requesting the team member to move to another team
(option A) may demotivate the team member and create resentment. Delegating other
team members to complete this team member’s tasks (option B) may overload the other
team members and reduce the team cohesion. Including this team member in an
improvement program through a human resources request (option D) may imply that the
team member is underperforming and needs to be disciplined, which may lower the team
273, 335. Free PMP Practice Exam Questions - 120 Sample Test Questions. PMI PMP
Quiz:82 Topic:3 Questions:406-410.
Sample Question 46
For an agile pilot project, the sponsor arranged an early product demonstration for thecustomer. During the meeting, the customer realizes that a new feature will significantlyimprove the productAfter collecting the new requirements, what should the project manager do?
A. Assess the impact of the new requirements and initiate the change request process. B. Work with the product manager and the rest of the team to update the project backlog. C. Assess the impact and communicate the updated product roadmap to the stakeholders. D. Follow the change management plan to update the risk register so It accounts for theadded scope.
Answer: B
Explanation:
According to the PMBOK Guide, when using an agile approach, the project manager needs
to embrace change and respond to customer feedback by continuously refining and
reprioritizing the product backlog1. The product backlog is a dynamic list of the product
requirements, user stories, and other work items that need to be completed by the project
team. By working with the product manager and the rest of the team to update the project
backlog, the project manager can incorporate the new feature requested by the customer,
and deliver value early and often1. The other options are not appropriate, as they do not
reflect the agile mindset and principles. Assessing the impact of the new requirements and
initiating the change request process, assessing the impact and communicating the
updated product roadmap, and following the change management plan to update the risk
register are all possible actions that could be taken in a predictive or waterfall approach,
where changes are more controlled and formalized. However, in an agile approach,
changes are expected and welcomed, and the project manager should collaborate with the
customer and the team to deliver the best possible product2. References:
1: PMBOK Guide, 6th edition, page 18
2: PMBOK Guide, 6th edition, page 156
Sample Question 47
A Scrum team working in an aircraft manufacturing company has completed Its firstiteration for a critical project. It is very Important for the project sponsor to complete theproject on time and under budget A burndown chart indicates that the project is behindscheduleWhich two actions should the project manager take to manage Impediments and improvethe team's velocity? (Choose two)
A. Look for processes that cause bottlenecks and slow down the team's agility B. Assign the items with high complexity lo senior developers C. Empower the learn to make decisions to remove impediments D. Work with the team to remove impediments as quickly as possible E. Move the items with high complexity to the last iterations
Answer: A,D
Explanation: According to the PMBOK Guide, a Scrum team is a self-organizing, crossfunctional
team that delivers value in short iterations called sprints. A burndown chart is a
graphical representation of the work remaining versus time. An impediment is anything that
prevents the team from achieving its sprint goal. The project manager, or Scrum Master, is
responsible for facilitating the Scrum process and removing impediments that hinder the
team’s progress and performance. The project manager should take two actions to manage
impediments and improve the team’s velocity when a burndown chart indicates that the
project is behind schedule. The first action is to look for processes that cause bottlenecks
and slow down the team’s agility. This will help to identify and eliminate any unnecessary or
inefficient steps, rules, or procedures that hamper the team’s ability to deliver value quickly
and effectively. The second action is to work with the team to remove impediments as
quickly as possible. This will help to resolve any issues, risks, or conflicts that affect the
team’s work, and to provide any support, guidance, or resources that the team needs to
complete their tasks. Looking for processes that cause bottlenecks and slow down the
team’s agility and working with the team to remove impediments as quickly as possible are
the two best actions that the project manager should take in this situation. Assigning the
items with high complexity to senior developers (B) may not be optimal or fair, as it may
create an imbalance in the team’s workload, skills, and collaboration. Empowering the team
A company has hired a vendor to deliver a scope of work and assigned a projectmanager to oversee the project. The vendor advised that they completed the scopesuccessfully and is asking for approval.What should the project manager do in response to this request?
A. Obtain approval from the project sponsor. B. Update the project management plan and mark the milestone as completed. C. Ask the vendor to validate the agreement for any deviations. D. Set up a meeting with stakeholders to validate and confirm acceptance of thedeliverables.
Answer: D
Explanation: According to the PMBOK Guide, the project manager is responsible for
ensuring that the project deliverables meet the acceptance criteria and obtaining formal
acceptance of the deliverables from the customer or sponsor1. The project manager should
also involve the relevant stakeholders in the validation and acceptance process to ensure
their satisfaction and buy-in2. Therefore, the best option is to set up a meeting with
stakeholders to validate and confirm acceptance of the deliverables. Option A is incorrect
because the project sponsor is not the only stakeholder who needs to approve the
deliverables. Option B is incorrect because updating the project management plan and
marking the milestone as completed are actions that should be done after obtaining formal
acceptance, not before. Option C is incorrect because asking the vendor to validate the agreement for any deviations is not a sufficient way to ensure the quality and compliance of
the deliverables. References: 1: PMBOK Guide, 6th edition, section 4.6.3.2, p. 123 2:
PMBOK Guide, 6th edition, section 13.4.2.2, p. 529
Sample Question 49
An agile project is starting its seventh out of eight iterations In a planning meeting, the teamrealizes that an unidentified risk became an issue and the contingency reserve has to beused.What should the project manager do?
A. Ask the sponsor to approve inclusion of an additional iteration to the project B. Ask the team to include the contingency plan in the iteration backlog C. Help the team review the project approach to initiate the corrective actions D. Ask the sponsor for money to implement the contingency plan.
Answer: C
Explanation: According to the PMBOK Guide, an agile project is an adaptive life cycle
project that follows an iterative and incremental approach. In an agile project, the project
manager facilitates collaboration and empowers the team to deliver value. When an
unidentified risk becomes an issue, the project manager should help the team review the
project approach and initiate the corrective actions to address the issue and prevent
recurrence. Asking the sponsor to approve an additional iteration or money is not agile, as
it implies that the project scope or budget is fixed and cannot accommodate changes.
Asking the team to include the contingency plan in the iteration backlog is not appropriate,
as the contingency plan should have been developed before the risk occurred and should
be executed as soon as possible. References: PMBOK Guide, 6th edition, pages 18-19,
456-457, 686-687.
Sample Question 50
A project manager was recently appointed to an agile project. The project will have a lot ofvisibility and impact for the company, so the project management office (PMO) managerwants to ensure that the project manager manages the risks correctly.What should the project manager do?
A. Implement the agile risk manifesto to ensure the proper tracking, analysis, andremediation of the project risks. B. Ask the product owner to act as a risk manager to assist with the remediation of risks. C. Implement the role of an agile risk manager to take care of the risk managementprocess. D. Follow the risk management process while ensuring that risks are identified, analyzed,and managed during each iteration.
Answer: D
Explanation:
According to the PMBOK Guide, risk management is an iterative process that should be
performed throughout the project life cycle1. Agile projects also follow this principle, as they
use frequent iterations to deliver value and respond to changes2. Therefore, the project
manager should follow the risk management process while ensuring that risks are
identified, analyzed, and managed during each iteration. This will help the project manager
to monitor and control the project risks effectively and proactively. The other options are
incorrect because:
A. There is no such thing as an agile risk manifesto. The Agile Manifesto is a set of
values and principles that guide agile software development, but it does not
specifically address risk management3.
B. Asking the product owner to act as a risk manager is not a good practice, as it
may create role confusion and conflict of interest. The product owner is
responsible for defining and prioritizing the product requirements, not for managing
the project risks4. The project manager should collaborate with the product owner
and other stakeholders to identify and manage the project risks, but not delegate
this responsibility to them.
C. Implementing the role of an agile risk manager is not necessary, as the project
manager already has the responsibility and authority to manage the project risks.
Creating a separate role for risk management may create duplication of work and
communication barriers. The project manager should leverage the skills and
knowledge of the project team and other stakeholders to perform risk management
activities, but not create a new role for this purpose. References:
At the end of planning a new project, the project manager needs to schedule thekick-off meeting but is having difficulty finding a common time slot when all necessarystakeholders can be available onsite. How should the project manager proceed to schedule the kick-off meeting?
A. Email all stakeholders with the objectives of the project and ask for feedback. B. Wait for a date when all required attendees can be available onsite. C. Run separate meetings to accommodate everyone's schedule. D. Schedule a virtual meeting so onsite and remote stakeholders can attend at the sametime.
Answer: D
Explanation: The project manager should schedule a virtual meeting so onsite and
remote stakeholders can attend at the same time because this is the most efficient and
effective way to communicate the project objectives, scope, deliverables, and expectations
to all the relevant stakeholders. A virtual meeting can also facilitate interaction and
feedback among the participants, and foster a sense of collaboration and commitment. The
other options are not the best choices because they do not ensure that all the stakeholders
are informed and engaged at the same level. Emailing all stakeholders with the objectives
of the project and asking for feedback (option A) may not reach all the stakeholders, or may
not elicit timely or adequate responses. Waiting for a date when all required attendees can
be available onsite (option B) may cause unnecessary delays and risks to the project.
Running separate meetings to accommodate everyone’s schedule (option C) may create
inconsistencies and confusion among the stakeholders, and increase the workload and
complexity for the project manager. References: PMBOK Guide, 6th edition, pages 367-
368, 376-377. PMP Sample Test Questions. PMP Questions page 417.
Sample Question 52
A new project manager has been assigned to a project that is in danger of failing Thestakeholders do not know the project status nor do they know what benefits will bedelivered by the project.How can the project manager convey these benefits to the stakeholders?
A. Rebaseline the project schedule to show the current status of the project. B. Create a benefits management plan mapped to the organization's strategic objectives C. Perform a project cost-benefit analysis for the stakeholders D. Update the deliverables map against the agreed-upon project requirements
Answer: B
Explanation:
A benefits management plan is a document that describes how and when the benefits of
the project will be delivered, and how they will be measured and evaluated. It also aligns
the benefits with the organization’s strategic objectives and shows how the project
contributes to them. A benefits management plan can help the project manager
communicate the value and benefits of the project to the stakeholders, especially if the
project is in danger of failing or losing support. A benefits management plan is an output of
the Identify Stakeholders process in the PMBOK Guide, and it is also covered in the PMIPBA
Exam Content Outline under Domain II: Needs Assessment. References:
PMBOK Guide, 7th edition, page 133
PMI-PBA Exam Content Outline, 2018, page 9
Sample Question 53
An organization uses a predictive approach but is open to using some agile practices. Theproject manager was asked to recommend an agile practice to provide business valuethroughout the project.What should the project manager recommend?
A. Time-boxed iterations to allow the testing team to thoroughly test the product increments B. Incremental delivery and frequent backlog refinement based on user feedback C. Iterative development and collection of frequent feedback from project team members D. Frequent retrospectives to ensure that lessons learned and improvement actions areimplemented
Answer: B
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be
used in a predictive environment is incremental delivery. This means that the project
delivers value to the customer or end user in small increments throughout the project life
cycle, rather than waiting until the end of the project to deliver the final product. Incremental
delivery allows the project to respond to changing requirements, reduce risks, and increase
customer satisfaction. To support incremental delivery, the project manager should also
perform frequent backlog refinement, which is the process of reviewing, prioritizing, and
updating the list of features or requirements that the project team will work on. Backlog
refinement helps the project manager and the team to align their work with the customer’s
needs and expectations, and to adjust the scope and schedule accordingly. References: PMBOK® Guide Seventh Edition, page 29
Agile Practice Guide, page 13
Sample Question 54
A global company hired a project manager for a new implementation at all of its sites Afterreviewing the business case and project charter, the project manager notes that the projectteam has different locations and regions to consider.What should the project manager do to address this situation?
A. Inform the steering committee of the situation and request additional resources. B. Coordinate virtual and face-to-face meetings at each site to improve communication C. Coordinate virtual meetings to assess the project team's communication needs D. Inform the project sponsor of this situation and request cultural orientation training.
Answer: B
Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing
communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull
communication. Interactive communication is the most effective way to ensure a common
understanding among the stakeholders, as it allows for real-time exchange of information
and feedback1. Virtual and face-to-face meetings are examples of interactive
communication methods that can help the project manager address the situation of having
a geographically dispersed project team. By coordinating these meetings, the project
manager can improve the communication among the team members, as well as with other
stakeholders, and foster trust, collaboration, and cultural awareness23. References:
1: PMBOK Guide, 6th edition, page 377
2: PMBOK Guide, 6th edition, page 378
3: PMBOK Guide, 6th edition, page 379
Sample Question 55
A business stakeholder for a project is reluctant to accept an agile approach due to aprevious bad experience, and is pushing for a predictive approach. What strategy shouldthe project manager use to persuade the stakeholder to use an agile approach?
A. Propose a phased project approach with multiple small interactions and build trust withthe stakeholder through frequent value delivery. B. Document the request and escalate to upper management to consider a modification ofthe project charter. C. Agree on a predictive approach, but apply agile concepts under the project managementumbrella. D. Ensure the stakeholder that an agile approach will deliver all of the expected results in ashorter period of time.
Answer: A
Explanation: According to the Agile Practice Guide, one of the benefits of agile
approaches is that they enable early and frequent delivery of value to the customer and
stakeholders1. This can help to build trust and collaboration among the project team and the stakeholders, and also to validate and adapt the project requirements and solutions2.
Therefore, the project manager should propose a phased project approach with multiple
small interactions and build trust with the stakeholder through frequent value delivery. This
will help the stakeholder to see the benefits of agile and overcome their reluctance. The
other options are incorrect because:
B. Documenting the request and escalating to upper management to consider a
modification of the project charter is not a persuasive strategy, but a
confrontational one. It may create resistance and conflict with the stakeholder, and
also undermine the project manager’s authority and credibility3.
C. Agreeing on a predictive approach, but applying agile concepts under the
project management umbrella is not a transparent or ethical strategy. It may
confuse and mislead the stakeholder, and also create inconsistency and ambiguity
in the project management processes and practices4.
D. Ensuring the stakeholder that an agile approach will deliver all of the expected
results in a shorter period of time is not a realistic or honest strategy. It may create
unrealistic expectations and pressure on the project team, and also ignore the
uncertainty and complexity of the project environment5. References:
1: Agile Practice Guide, Chapter 2, Section 2.1, page 13
2: Agile Practice Guide, Chapter 2, Section 2.2, page 14
5: Agile Practice Guide, Chapter 2, Section 2.3, page 15
Sample Question 56
A project manager works for a large software development company that has multiplestrategic business groups. The project manager has been assigned to developmaintenance planning software for a power plant. The project manager heard that a similarproject that was executed by another business group in the company recently failed. Theproject manager is concerned about the project's performance and wants to take steps tohelp the project succeed. What should the project manager do?
A. Evaluate the project risk and try to replace the project with another one within theorganization. B. Inform the project sponsor about the risk and try to convince them to withdraw theproject. C. Study and apply the lessons learned from the failed project so that this project does notfollow the same pattern. D. Continue executing the project using the project manager's usual methods as allprojects are unique.
Answer: C
Explanation:
According to the PMBOK Guide, one of the tools and techniques for the Plan Risk
Management process is the review of lessons learned from previous projects. This helps
the project manager to identify potential risks, causes, and responses for the current
project. By studying and applying the lessons learned from the failed project, the project
manager can avoid repeating the same mistakes and improve the project performance.
This is also consistent with the principle of continuous improvement and organizational
The project manager of a hybrid project learns that a stakeholder has approached a teammember directly to request a change This change will impact the project m a significantway The project manager should ten the stakeholder that the correct procedure tor newrequirements is to provide a request directly to whom?
A. Product owner B. Change control board (CCB) C. Project sponsor D. Project manager
Answer: A
Explanation:
According to the PMBOK Guide, the product owner is the person responsible for defining
and prioritizing the product backlog, and ensuring that the product delivers value to the
customer and stakeholders1. The product owner also collaborates with the project team
and the project manager to review the work in progress and provide feedback2. Therefore,
if a stakeholder has a new requirement or a change request, the correct procedure is to
provide it directly to the product owner, who will evaluate it and decide whether to add it to
the product backlog or not. The other options are not the correct procedures for new
requirements in a hybrid project. The change control board (CCB) is a group of
stakeholders who review and approve change requests in a traditional project, but not in a
hybrid project that follows agile principles3. The project sponsor is the person or group who
provides the financial resources and support for the project, but not the owner of the
product requirements or scope. The project manager is the person who leads the project
team and manages the project work, but not the person who defines or prioritizes the
product backlog. References:
1: PMBOK Guide, 6th edition, page 49
2: PMBOK Guide, 6th edition, page 50
3: PMBOK Guide, 6th edition, page 115
: PMBOK Guide, 6th edition, page 33
: PMBOK Guide, 6th edition, page 51
Sample Question 58
A software system is being built for a company. Once the system is in production, the teamwould like to collect usage data to evaluate the delivered value.Which evaluation practice should the project lead use to obtain accurate usage data?
A. Send out a questionnaire to all users regarding the most useful features. B. Embed a feedback form into the system for users to respond. C. Interview a sampling of users to obtain the usage data. D. Build the functionality in the software to collect the operational usage data.
Answer: B
Sample Question 59
The portfolio management office wants to cut costs by suspending some ongoingprojects that do not directly support the organizational strategy. The project manager hasinvested too many resources into one of the projects to be suspended, but the portfoliomanagement office has not backed down on their plan.What should the project manager do to continue the project?
A. Meet with the project team and revise the project goals. B. Update the project charter to make it align with organizational strategy. C. Demonstrate the project alignment to the organizational strategy. D. Escalate the issue with the project sponsor to request support.
Answer: C
Explanation:
According to the PMBOK Guide, the portfolio management office (PMO) is responsible for
ensuring that the projects and programs within the portfolio are aligned with the
organizational strategy and objectives. The project manager should demonstrate the
project alignment to the organizational strategy by showing how the project delivers value and benefits to the organization and its stakeholders. This may include presenting the
project business case, benefits management plan, stakeholder analysis, and other relevant
documents that justify the project’s existence and contribution. Demonstrating the project
alignment to the organizational strategy is the best way to continue the project and avoid
suspension by the PMO. Meeting with the project team and revising the project goals (A)
may not be effective if the project is already in alignment with the organizational strategy
and the PMO is not aware of it. Updating the project charter to make it align with
organizational strategy (B) may not be feasible or ethical if the project charter has already
been approved and authorized by the project sponsor and other key stakeholders.
Escalating the issue with the project sponsor to request support (D) may be a possible
action, but not the best one, as it may create conflict or resentment between the project
sponsor and the PMO. The project manager should first try to resolve the issue with the
PMO directly by demonstrating the project alignment to the organizational
A project manager has been assigned to take over an existing software project. The projectmanager inherited a lean team comprised of key stakeholders, subject matter experts(SMEs), and senior developers. While reviewing the project status with the team, theproject manager observes that the team seems to lack direction and enthusiasm.What should the new project manager do?
A. Ensure everyone performs their assigned tasks as planned. B. Organize frequent team building sessions and update the risk register. C. Meet with the project sponsor and propose a corrective action for the project. D. Encourage participation in decision making and empower the team.
Answer: D
Explanation: The new project manager should encourage participation in decision making
and empower the team to improve their motivation and engagement. This is a key aspect
of managing human resources in a project, as it fosters trust, collaboration, and ownership
among the team members. The project manager should also communicate the projec vision, goals, and expectations clearly and regularly to align the team and provide feedback
and recognition. These actions can help the project manager to build a high-performing
team and enhance the project performance.
The other options are not the best choices for the new project manager. Ensuring everyone
performs their assigned tasks as planned may not address the root cause of the team’s
lack of direction and enthusiasm. It may also imply a micromanagement style that can
demoralize the team further. Organizing frequent team building sessions and updating the
risk register are good practices, but they are not sufficient to improve the team’s morale
and commitment. They should be complemented by other actions that involve and
empower the team. Meeting with the project sponsor and proposing a corrective action for
the project may be necessary if the project is facing serious issues, but it does not directly
address the team’s situation. The project manager should first try to understand and
resolve the team’s concerns before escalating them to the sponsor. References:
Since the beginning of a project, the product owner keeps asking during ceremonies aboutthe budget spent for each product iteration The product owner seems much moreinterested in the cost rather than the product itself.What should the project manager have done earlier to change the product owner'sbehavior''
A. Worked on a fixed-price contract to switch the product owner's attention to value insteadof money B. Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies C. Worked on different approaches of estimating to give confidence of the cost spent ineach product increment. D. Worked with the product owner to clarify their role in an agile project and the scope ofthe agile ceremonies
Answer: D
Explanation: The product owner is a key stakeholder in an agile project, who is
responsible for defining and prioritizing the product backlog, providing feedback and
acceptance for each product increment, and maximizing the value of the product and the
work of the development team1. The product owner is not expected to focus on the cost or
budget of the project, but rather on the value and quality of the product. The project
manager should have worked with the product owner to clarify their role and expectations,
and to explain the purpose and scope of the agile ceremonies, such as sprint planning,
daily stand-up, sprint review, and sprint retrospective2. These ceremonies are meant to
facilitate collaboration, communication, and adaptation among the project team and the
product owner, not to report on the budget or cost of the project. The other options are not
relevant or effective in changing the product owner’s behavior. References: 1: PMI, A
Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh
Edition, Project Management Institute Inc., 2021, p. 177. 2: PMI, Agile Practice Guide,
Project Management Institute Inc., 2017, pp. 50-53.
Sample Question 62
A project manager finds that team members In an agile project are involved in severaldifferent projects due to budget constraints. What should the project manager do?
A. Request the project sponsor prioritize and if necessary, allocate additional budget so theteam can work on a single project B. Provide an incentive plan so the team members will work more unaccounted hours on multiple projects C. Brainstorm with the team members on how they can deliver on multiple projects withinthe given budget D. Instruct the team members to spread evenly across projects so mistakes will not occurwithin the current budget.
Answer: A
Explanation: The project manager should request the project sponsor prioritize and if
necessary, allocate additional budget so the team can work on a single project. This is
because working on multiple projects at the same time can reduce the team’s focus,
productivity, quality, and morale. It can also increase the risk of delays, errors, conflicts,
and rework. Agile approaches require dedicated and cross-functional teams that can
deliver value in short iterations. Therefore, the project manager should seek the support of
the project sponsor to ensure that the team has the necessary resources and time to work
on one project at a time. Providing an incentive plan so the team members will work more
unaccounted hours on multiple projects (option B) is not a good solution, as it may lead to
burnout, stress, and dissatisfaction among the team members. It may also violate the labor
laws and ethical standards. Brainstorming with the team members on how they can deliver
on multiple projects within the given budget (option C) is a possible option, but it may not
be realistic or feasible, as it may compromise the quality and scope of the projects.
Instructing the team members to spread evenly across projects so mistakes will not occur
within the current budget (option D) is not a good option, as it may create confusion,
duplication, and inconsistency among the team members. It may also prevent the team
from forming, storming, norming, and performing as a cohesive unit. References:
PMBOK Guide, 6th edition, page 52-53, section 2.4.2 Project Team
[Agile Practice Guide], page 26-27, section 3.1.1 Team Composition
An organization is transitioning to an agile environment. The project manager finds thatmost of the team members are not familiar with an agile environment.What should the project manager do to address this concern?
A. Change the approach with the team. B. Meet with an agile coach to handle this issue. C. Analyze the level of the team's agile maturity. D. Support the team members' growth and development.
Answer: D
Explanation: According to the PMBOK Guide, 6th edition, one of the key processes of the
Project Resource Management knowledge area is Develop Team, which involves
improving the competencies, interaction, and overall team environment to enhance project
performance. One of the tools and techniques for this process is training, which involves
providing guidance and instruction to enhance the skills and competencies of the team
members. By supporting the team members’ growth and development, the project manager
can help them to acquire the necessary knowledge and skills to work effectively in an agile
environment, and to adapt to the changes and challenges that may arise during the
In a functional organization, a product analyst is assigned to a short-duration applicationdevelopment effort The analyst expresses concerns about the task and asks the projectmanager to provide the support of a peer with expertise in this domainWhat should the project manager do?
A. Make sure the analyst has regular pairing meetings with the other team memberthroughout task execution B. Ask the analyst to use skills to develop the tool, then move development to anotherteam member C. Enroll the analyst in a capacity-building program and keep this analyst assigned to thetask D. Recognize the analyst's concerns and reassign the task to another team member
Answer: A
Explanation: The project manager should make sure the analyst has regular pairing
meetings with the other team member throughout task execution, as this is part of
developing project team. Developing project team involves improving the competencies,
interaction, and environment of the team members to enhance project performance. By
making sure the analyst has regular pairing meetings, the project manager can facilitate
knowledge sharing, collaboration, and mentoring among the team members, and address
the analyst’s concerns and needs. The other options are not the best ways to handle this
situation, as they either ignore, transfer, or delay the analyst’s concerns and
development. References: (Professional in Business Analysis Reference Materials source
and documents)
PMBOK Guide, 6th edition, Chapter 9, Section 9.3 PMP Exam Content Outline, June 2019, Domain III, Task 9
PMP Sample Test Questions, Question 186
Sample Question 65
A project is ending and the final deliverables have been accepted by the customer. Theproject team is pleased that the project was a success: however, some groups within thecustomer's organization believe the objective of the project was not met.What should the project manager have done to avoid this issue?
A. Distributed a detailed quality management plan to the key stakeholders. B. Included the final report during the closing phase to ensure common understanding. C. Identified key stakeholders and included all of them in project agreement discussions. D. Performed project reporting according to the communications management plan.
Answer: C
Explanation: According to the PMBOK Guide, the project manager should identify the key
stakeholders and their needs and expectations at the beginning of the project and
throughout the project life cycle1. The project manager should also involve the key
stakeholders in the project agreement discussions, as it helps to establish a common understanding of the project objectives, scope, deliverables, and acceptance criteria2.
Therefore, the best option is to identify key stakeholders and include all of them in project
agreement discussions. Option A is incorrect because distributing a detailed quality
management plan to the key stakeholders may not ensure that they agree with the project
objectives or the quality standards. Option B is incorrect because including the final report
during the closing phase may not address the issue of stakeholder dissatisfaction or
misalignment, as it may be too late to make any changes or adjustments. Option D is
incorrect because performing project reporting according to the communications
management plan may not guarantee that the stakeholders are aware of or satisfied with
the project outcomes, as it may not reflect their feedback or concerns. References: 1:
An agile team is working on a project that will be launched in six countries. Each countryhas specific requirements in addition to the base offering. The estimates indicate it will takesix months to develop the base offering and an additional month to finalize each country’sunique requirements. The expected revenue for the product is the same for each country.Which release strategy should the project manager recommend?
A. A risk-based strategy to maximize the perceived value of the product by launching it tothe countries with the lowest technical complexity B. An iterative-based strategy to maximize value by releasing the product to each countryas it is finalized and ready for release in that country C. A quality-based strategy to maximize post-market adoption by releasing the product tothe countries with the lowest probability of reporting field issues D. A financial-based strategy to reduce the roll-out effort and costs by planning a single,bundled release to all countries at the same time
Answer: B
Explanation: According to the PMBOK Guide, an iterative-based strategy is a release
strategy that delivers the product incrementally over multiple iterations, each adding more
functionality and value. This strategy allows the project team to obtain early feedback from
the customers and stakeholders, and to adapt to changing requirements and priorities. In
this scenario, the project manager should recommend an iterative-based strategy to
maximize value by releasing the product to each country as it is finalized and ready for
release in that country. This will help to meet the specific requirements of each country,
and to deliver value faster and more frequently. References: PMBOK Guide, 6th edition,
A new team member inquires about how much they need to learn about the organizational process assets (OPAs) residing on the company intranet. Another team member statesthey only need to know the basics. However, the project manager believes the teammember should know everything regarding the OPAs.What should the project manager do?
A. Create a training schedule for the new team member to follow over the next few weeks. B. Escalate the inquiry to the team member's functional manager. C. Clarify the relevance of reviewing the documentation on the intranet. D. Ask a senior team member to help the new team member navigate through all thedocumentation.
Answer: C
Explanation: Organizational process assets (OPAs) are the collective knowledge and
documented processes that an organization accumulates and utilizes to enhance its
efficiency, performance, and decision-making capabilities. OPAs include policies and
procedures, templates, historical data, lessons learned, and best practices. OPAs are
important inputs for many project management processes and can help project managers
and teams plan, execute, monitor, and control their projects. Therefore, it is essential for
new team members to learn about the OPAs that are relevant to their project and role. The
project manager should clarify the relevance of reviewing the documentation on the intranet
and explain how OPAs can help the team member perform their tasks and contribute to the
project success. Creating a training schedule, escalating the inquiry, or asking a senior
team member to help are not the best options, as they do not address the root cause of the
inquiry, which is the lack of understanding of the value of OPAs. References:
5, pages 38-39
6, pages 3-4
1, pages 2-3
2, pages 2-3
Sample Question 68
A new agile project manager is trying to determine how the team is performing against theschedule for a release. Which tool will provide a deeper look into the team's progress?
A. Release plan Sy B. Product roadmap C. Kanban board D. Burndown chart
Answer: D
Explanation:
A burndown chart is a graphical tool that shows the amount of work remaining versus the
time available for a release or iteration. It helps the agile project manager and the team to
monitor the progress and velocity of the work, identify any deviations or impediments, and
adjust the plan accordingly. A burndown chart can provide a deeper look into the team’s
progress than a release plan, a product roadmap, or a Kanban board, which are more highlevel
and strategic tools that show the scope, vision, and priorities of the
A specialized team member has just received news that they must leave the office forseveral weeks They have approximately two workdays until they will leave and then theywill become unavailable through any communication channels. There is a key deadlineapproachingWhat should the agile project manager do?
A. Ask the team member to complete as much as they can now. B. Ask the team member to work with their peers to knowledge share C. Ask the team member to identify their specialist tasks D. Ask the team member to host a special team meeting.
Answer: B
Explanation:
According to the Agile Practice Guide, one of the principles of agile project management is
to “build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done” (Section 2.1). This implies that the agile
project manager should foster a collaborative and self-organizing team culture, where team
members share their knowledge and skills with each other, and are able to adapt to
changing situations. By asking the team member to work with their peers to knowledge share, the agile project manager can ensure that the team has the necessary information
and expertise to continue working on the project, even when the specialized team member
is unavailable. This is also consistent with the PMBOK® Guide, which states that “the
project manager should facilitate knowledge sharing among the project team and other
stakeholders” (Section 4.4.3.3). References:
Agile Practice Guide, Section 2.1
PMBOK® Guide, 6th Edition, Section 4.4.3.3
Sample Question 70
A company has an existing contract to maintain and enhance a client's customer databaseThe company's legal department informs the project manager that a new piece oflegislature requiring stricter protection of customer information might soon be signed intolaw. The law will require additional security features to be implemented into the databasethe project manager is maintaining These features are not included in the scope of thecurrent contractWhat should the project manager do?
A. Ask the legal department to raise the issue in the next contract negotiation with thecustomer B. Seek the project sponsor's support to influence the client to amend the contractimmediately C. Update the risk register to include this issue and discuss the appropriate risk responseplans with the project sponsor and client D. Wait until the legal requirements are finalized so the change in scope can be concretelydefined
Answer: C
According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs,
has a positive or negative effect on one or more project objectives. A risk register is a
document that records the identified risks, their analysis, and their response plans. A
project manager should update the risk register whenever new risks are identified,
analyzed, or resolved. In this case, the potential change in the legal requirements is a risk
that could affect the project scope, cost, schedule, and quality. Therefore, the project manager should update the risk register to include this risk and its impact, probability, and
priority. The project manager should also discuss the appropriate risk response plans with
the project sponsor and the client, such as avoiding, transferring, mitigating, or accepting
the risk. This way, the project manager can proactively manage the risk and prepare for
A team is assembled for a new project that will be using a predictive approach throughrequirements gathering and an agile approach for development and testing Not everyoneon the team has experience working in agile. The schedule has started slipping due to theunclear structure of the agile development approach.What should the project manager have done to avoid this situation?
A. Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred B. Set up weekly status meetings to review team progress, prepared weekly status reportsto track progress and regularly escalated delays C. Met with the team, allowed team members to make decisions about what to do andestablished performance goals D. Conducted routine meetings and identified team members who are under performing
Answer: C
Explanation:
QU According to the PMBOK Guide, 6th edition, page 18, a project manager should use a
combination of leadership styles depending on the situation and the needs of the team. In
this case, the project manager should have used a collaborative or facilitative style to
engage the team members in the agile development approach, empower them to make
decisions, and set clear and measurable goals. This would have helped to create a shared
vision, foster trust and commitment, and improve team performance and satisfaction. By
contrast, the other options (A, B, and D) are more indicative of a directive or controlling
style, which could have increased the resistance and confusion of the team members,
reduced their motivation and creativity, and created a blame culture. References: =
An important email from a project sponsor states that a backlog item should be immediatelyprioritized. What should the project managerdo with many tasks still open on the Kanban board?
A. Decompose the item immediately and begin work. B. Discuss the impact of starting the item with the team. C. Finish the small tasks in progress before decomposing the item. D. Communicate the impact with the project sponsor.
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, section 8.1.3, page 269, the
Kanban board is a visual tool that shows the status of work items and the flow of work
through different stages. The Kanban board helps the team to limit the work in progress,
identify bottlenecks, and optimize the delivery of value. When a project sponsor requests to
prioritize a new backlog item, the project manager should communicate the impact of
starting the item with the project sponsor, as this may affect the existing work items, the
team capacity, and the project schedule. The project manager should also seek to
understand the rationale and urgency of the request, and negotiate a mutually agreeable
solution with the project sponsor. The other options are not the best actions for the project
manager, as they do not address the need to communicate and collaborate with the project
sponsor, who is a key stakeholder and decision maker. Decomposing the item immediately
and beginning work may cause disruption and confusion to the team and the project.
Discussing the impact of starting the item with the team may be helpful, but it does not
involve the project sponsor who made the request. Finishing the small tasks in progress
before decomposing the item may delay the delivery of value and the satisfaction of the
project sponsor. References:
PMBOK Guide, 7th edition, section 8.1.3, page 269
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179
Sample Question 73
The operations director complains to the CEO about the outcome of a project's first sprintThe operations department will not be able to support a new product due to poorperformance indicators The project team facilitator asks for feedback from the project teamand is informed that performance information is available in the application server logHow should this complaint be addressed?
A. Request that the issue be included in the next board of directors meeting to explain all ofthe needs B. Add the complaint to the product backlog to be addressed in the next sprint C. Ask the operations director to define the acceptance criteria to make clear the delivery iscorrect D. Invite a member of the operations team to be part of the validation and sprint meetings
Answer: D
Explanation: The best way to address the complaint is to involve the operations director or
a representative from the operations team in the agile process. By inviting them to the
validation and sprint meetings, they can provide feedback, clarify requirements, and
validate the product increments. This will help to ensure that the product meets the
performance indicators and the expectations of the operations department. It will also foster
collaboration and transparency among the stakeholders and the project team. References:
What is a Sprint Review? | Scrum.org
What Is a Sprint Review? Goals and Tips for Running This Scrum Event
What is a sprint review? 3 steps to better sprint reviews - Atlassian
What is Stakeholder Management? - ProjectManager
What is Stakeholder Management? | A Step-by-Step Guide - Creately
Sample Question 74
A project manager has been assigned to complete a worksite project that was started by adifferent project manager. The project is now in the execution stage. Upon careful review,the project manager realizes that the local community was not included in the stakeholderregister, which has resulted in extreme opposition from the community.How should the project manager handle this issue?
A. Disregard these stakeholders since the relevant documents have been secured toexecute this project. B. Update the stakeholder register and risk management plan. C. Update the stakeholder register and revise the stakeholder engagement plan. D. Explain to the community members why they were not included as stakeholders for theproject.
Answer: C
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the project management
principles is to engage stakeholders actively and frequently. This means that the project
manager should identify and analyze the needs, expectations, and interests of all
stakeholders, and involve them appropriately throughout the project life cycle. The
stakeholder register is a document that lists the key stakeholders, their roles,
responsibilities, and level of influence on the project. The stakeholder engagement plan is a
document that describes the strategies and actions to communicate with, manage, and
influence the stakeholders.
In this scenario, the project manager has discovered that the local community was not
included in the stakeholder register, which has caused them to oppose the project. This is a
serious issue that can affect the project’s performance, reputation, and acceptance.
Therefore, the project manager should not disregard these stakeholders, as this would
violate the principle of stakeholder engagement and potentially escalate the conflict. The
project manager should also not just explain to the community members why they were not included as stakeholders, as this would not address their concerns or expectations. The
best option is to update the stakeholder register and revise the stakeholder engagement
plan, as this would allow the project manager to acknowledge the community as a
stakeholder, assess their impact and interest, and develop appropriate strategies and
actions to engage them effectively and proactively. References:
A company Is helping their client launch an Innovative product. During the sprint review,the product owner identifies that the product does not include key features that werepreviously prioritized as part of the product backlog.What should the project manager do next?
A. Extend the sprint timeline so the learn can work on the missing feature. B. Inform the product owner that this issue needs to be escalated to the executive level. C. Collaborate with the product owner and the team to plan the following sprint D. Initiate the change request process to include these missing features.
Answer: C
Explanation: In an agile project, the product owner is responsible for defining and
prioritizing the product backlog, and the team is responsible for delivering the product
increment based on the sprint backlog. If the product owner identifies that some key
features are missing from the product increment, the project manager should collaborate
with the product owner and the team to plan the next sprint and adjust the backlog
accordingly. Extending the sprint timeline (A) would violate the time-boxed nature of agile sprints and disrupt the rhythm and cadence of the project. Informing the product owner that
the issue needs to be escalated (B) would not solve the problem, but rather create
unnecessary conflict and bureaucracy. Initiating the change request process (D) would not
be appropriate for an agile project, as changes are expected and welcomed throughout the
project lifecycle, and do not require formal approval or documentation. References:
A team member is hosting an event and invites several colleagues through their workcalendars Another team member, who was not invited to the event, is noticeably distractedduring several standup meetingsWhat should the project manager do?
A. Ask the individual who is hosting the event to use private communication methods. B. Set up a meeting with the distracted team member to discuss any issues C. Add a social events section to the charter to handle these situations D. Ask the individual who is hosting the event to mark it as private
Answer: B
Explanation:
According to the Professional in Business Analysis (PMI-PBA)® Examination Content
Outline, one of the tasks of a business analyst is to “facilitate conflict resolution within the
team to ensure that team members work effectively together” (Task 5.4). This implies that
the project manager should also address any interpersonal issues that may affect the team
performance and morale. By setting up a meeting with the distracted team member, the
project manager can show empathy, listen to their concerns, and help them resolve any
problems they may have. This is also consistent with the PMBOK® Guide, which states
that “the project manager should manage conflict in a constructive manner, and help to
develop a collaborative project team environment” (Section 9.4.2.3). References:
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task 5.4
PMBOK® Guide, 6th Edition, Section 9.4.2.3
Sample Question 77
A company is transitioning from a predictive to agile delivery of projects. Based onthe requirements, the project team estimates the budget and decides to use a fixed-price contract with its vendor. However, during the execution of the project, the requirementsevolve and priorities start to change constantly, which puts the project and the estimate atcompletion (EAC) off by 40%.What should the project manager do next?
A. Send a detailed status report highlighting the issue with funding to all of thestakeholders. B. Submit a change request to the financial manager to increase the funding and continueas is. C. Meet with the stakeholders to recommend the use of a time and materials (T&M)contract to address the problem. D. Wait until the next gate review meeting to highlight the risk of low funds to thestakeholders.
Answer: C
Explanation:
The project manager should meet with the stakeholders to recommend the use of a time
and materials (T&M) contract to address the problem, as this type of contract is more
suitable for agile projects that have changing requirements and priorities. A T&M contract
allows the buyer to pay the seller based on the actual hours of work and the cost of
materials, rather than a fixed price. This can provide more flexibility and adaptability for the
project, and reduce the risk of budget overrun. The other options are not as effective or
appropriate as recommending a T&M contract. Sending a detailed status report may inform
the stakeholders of the issue, but it does not propose a solution. Submitting a change
request may increase the funding, but it does not address the root cause of the problem,
which is the mismatch between the contract type and the project approach. Waiting until
the next gate review meeting may delay the resolution of the problem, and increase the
likelihood of further deviation from the EAC. References:
PMBOK Guide, 7th edition, page 163
PMI-PBA Exam Content Outline, 2018, page 10
PMP question 391
Sample Question 78
A project needs to purchase a specific piece of equipment, as stated in theproject documents and approved by the project sponsor. The procurement division isquestioning the need to buy the specific brand of equipment and has suggested buying acheaper alternative instead. What should the project manager have done earlier in the project to ensure the purchase ofthe specific equipment?
A. Communicated the project charter to the procurement division B. Included a procurement division member on the project team C. Reminded the project sponsor about the procurement division's reputation D. Communicated the project management plan to the procurement division
Answer: D
Explanation: According to the PMBOK Guide, the project management plan is a formal,
approved document that defines how the project is executed, monitored, and controlled1. It
integrates and consolidates all of the subsidiary plans and baselines from the project
management processes1. One of the subsidiary plans is the procurement management
plan, which describes how the project will acquire goods and services from outside the
performing organization2. The procurement management plan should include the
procurement strategy, the types of contracts, the procurement documents, the source
selection criteria, the roles and responsibilities, the make-or-buy decisions, and the
assumptions and constraints2. Therefore, the project manager should have communicated
the project management plan, including the procurement management plan, to the
procurement division earlier in the project to ensure the purchase of the specific equipment.
The other options are not the best actions for the project manager to have done earlier in
the project. Communicating the project charter to the procurement division may not be
sufficient, as the project charter only provides the high-level description of the project and
its boundaries, not the details of the procurement activities3. Including a procurement
division member on the project team may not be necessary or feasible, as the project team
may have limited authority or influence over the procurement division’s policies and
procedures. Reminding the project sponsor about the procurement division’s reputation is
not a constructive or professional way to deal with the issue, as it may create conflict or
resentment between the parties. References:
1: PMBOK Guide, 6th edition, page 89
2: PMBOK Guide, 6th edition, page 463
3: PMBOK Guide, 6th edition, page 77
: PMBOK Guide, 6th edition, page 33
: PMBOK Guide, 6th edition, page 558
Sample Question 79
The project manager has finished all the tasks of the project and immediately starts on anew project. A few months after beginning the new project, the accounting manager asksfor confirmation of previous projects because the budget is still open with no further cashflows.What should the project manager have done?
A. Conveyed task completion information to accounting B. Closed the procurement process properly C. Completed the transition process D. Performed administrative closure of the project
Answer: D
Explanation: According to the PMBOK® Guide, the project manager is responsible for
closing the project or phase, which includes verifying that all the project deliverables are
completed and accepted, updating the project records and documents, releasing the
project resources, and communicating the project closure to the stakeholders. Performing
administrative closure of the project ensures that the project is formally completed and
closed, and that the project budget is finalized and closed as well. This will prevent any
confusion or issues with the accounting manager or other parties in the future. Conveying
task completion information to accounting may be part of the project closure process, but it
is not sufficient to close the project budget. The project manager should also update the
project status, financial records, and lessons learned. Closing the procurement process
properly is necessary for projects that involve contracts or agreements with external
vendors or suppliers, but it is not the only aspect of closing the project. The project
manager should also close the internal aspects of the project, such as deliverables,
resources, and stakeholder satisfaction. Completing the transition process is relevant for
projects that produce products, services, or results that need to be transferred to the
operations or maintenance teams, but it is not the only activity for closing the project. The
project manager should also ensure that the project objectives are met, the project scope is
verified, and the project performance is evaluated. References: PMBOK® Guide, Sixth
Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1
(Project Closure Checklist)
Sample Question 80
A key stakeholder is upset because the final product delivery has been postponed for thethird time. The project manager meets with the stakeholder and discovers that there is arisk of revenue impact if a new feature is not released in 1 month.What should the project manager do?
A. Inform the stakeholder that the new requirement will be considered in the next releaseplanning session. B. Inform the sponsor of the latest changes and ask the sponsor to prioritize the features. C. Ask the product owner to determine if this requirement needs to be treated as a toppriority. D. Direct the development team to work on this requirement right away.
Answer: C
Explanation:
According to the PMBOK Guide, the project manager should manage stakeholder
expectations and communicate any changes that affect the project scope, schedule, cost,
or quality. The project manager should also collaborate with the product owner, who is
responsible for defining and prioritizing the product backlog, to ensure that the
stakeholder’s needs are met. The product owner can assess the value and urgency of the
new requirement and decide whether it should be added to the current sprint or deferred to
a later release. The other options are either too passive, too risky, or too disruptive for the
A project manager is attending a progress meeting with a client The client requests adesign change which might potentially add value to the project What action should theproject manager take?
A. Accommodate the change request to serve the client's needs B. Consult with team members and allow them to make a decision C. Convince the client not to make changes to the project D. Make transactional decisions focusing on the project goals
Answer: D
Explanation:
According to the PMBOK Guide, a design change is a type of change request that modifies
the product or service specifications, features, or functions. A design change might
potentially add value to the project, but it might also affect the project scope, schedule,
cost, quality, risk, and other aspects. Therefore, the project manager should not
accommodate, consult, or convince the client without following the change management
process. The change management process involves identifying, analyzing, documenting,
presenting, deciding, communicating, and implementing the change request. The project
manager should make transactional decisions focusing on the project goals, which means
assessing the feasibility, desirability, and priority of the change request, and preparing a
recommendation for the change control board (CCB). The CCB is the formal recognized
group that reviews, evaluates, and takes decision on change requests. The CCB can
approve, partially approve, or reject the change request based on the project goals, objectives, and constraints. The project manager should communicate the decision of the
CCB to the client and implement the approved changes accordingly. References:
PMBOK Guide’s Change Management Process For PMP Exam
Change Log - Project Management Knowledge
Project Management Change Request Form & Process
Change Log Template - Project Management Docs
Sample Question 82
A large company has agreed on a business case for an environmental project. Theproject will cause some major changes in their operations, such as reduction in paper use,which will obviously affect all of the users.What is the first thing the appointed project manager should do?
A. Evaluate the impact to the users and create a plan to address it. B. Inform users about the new changes and ask for their collaboration. C. Ask all managers to collaborate implementing this change to users. D. Start implementing the change so that users will eventually get used to it.
Answer: A
Explanation:
The project manager should evaluate the impact to the users and create a plan to address
it, as this is part of identifying stakeholders. Identifying stakeholders involves identifying the
people, groups, or organizations that could impact or be impacted by the project, and
analyzing their expectations, interests, and influence. By evaluating the impact to the users,
the project manager can determine their needs, requirements, and potential issues, and
create a plan to engage them effectively and manage their expectations. The other options
are not the best ways to handle this situation, as they either ignore, assume, or delegate
the stakeholder identification process. References: (Professional in Business Analysis Reference Materials source and documents)
PMP Exam Content Outline, June 2019, Domain I, Task 2
PMP Sample Test Questions, Question 382
Sample Question 83
A newly hired team member just joined the project team and reports directly to theproject manager. In the first week, this new member tells the project manager that there isatask priority conflict with hard, dependent tasks on the critical path.What should the project manager do to handle the conflict?
A. Guide the team member on how to resolve the conflict. B. Analyze the project schedule and look for alternatives. C. Perform crashing and/or fast tracking of the schedule. D. Meet the team member and try to plan a course of action together.
Answer: D
Explanation:
According to the PMBOK Guide, the project manager should use a collaborative or
problem-solving approach to handle conflicts, as it results in a win-win situation and
enhances the project performance1. The project manager should also communicate with
the team members and involve them in the decision-making process, as it fosters trust and
commitment2. Therefore, the best option is to meet the team member and try to plan a
course of action together. Option A is incorrect because guiding the team member on how
to resolve the conflict may not address the root cause of the conflict or the impact on the
project schedule. Option B is incorrect because analyzing the project schedule and looking
for alternatives may not consider the team member’s perspective or input. Option C is
incorrect because performing crashing and/or fast tracking of the schedule may not resolve
the conflict or may introduce new risks or issues to the project. References: 1: PMBOK
Guide, 6th edition, section 9.5.2.1, p. 363 2: PMBOK Guide, 6th edition, section 9.4.2.3, p.
356
Sample Question 84
During the execution phase, the project manager discovered that the deliverablesare not meeting the quality specifications requested by the main stakeholder. This hascaused the schedule performance index (SPI) to deteriorate from 0.98 to 0.72 and the costperformance index (CPI) from 1.5 to 1.1.What action should the project manager take to mitigate the issue of the deliverables beingrejected during the next iteration?
A. Submit a change request to prioritize resolutions for the quality issue to minimize theimpact on the rest of the deliverables. B. Reinforce the definition of done (DoD) during sprint planning so that the team has a common understanding of expectations. C. Assure that the product backlog is properly prioritized to avoid dependencies that causerejection. D. Create a dedicated sprint to complete all of the pending specifications from previoussprints.
Answer: B
Explanation: The definition of done (DoD) is a clear and concise list of requirements that a
deliverable must meet to be considered complete and acceptable by the main stakeholder.
The DoD helps to ensure that the quality standards are met and that the deliverables are
aligned with the stakeholder’s expectations. The project manager should reinforce the DoD
during sprint planning so that the team has a common understanding of what needs to be
done and how to do it. This will help to prevent the deliverables from being rejected during
the next iteration. Submitting a change request to prioritize resolutions for the quality issue
(option A) may be necessary, but it does not address the root cause of the problem, which
is the lack of clarity and agreement on the DoD. Assuring that the product backlog is
properly prioritized to avoid dependencies that cause rejection (option C) is a good
practice, but it does not ensure that the deliverables will meet the quality specifications.
Creating a dedicated sprint to complete all of the pending specifications from previous
sprints (option D) may be a viable option, but it may also delay the project and increase the
cost. The best option is to reinforce the DoD and ensure that the team delivers what the
A company is initiating a project to decommission inefficient sales channels. Severalstakeholders argue that one channel that indicates a downturn in generating value is stillmore efficient than some of the channels that are planned to remain.What should the project manager do?
A. Plan for incremental and iterative delivery based on feedback from the marketing andsales team. B. Review and update the success criteria to ensure that the channel is notdecommissioned. C. Inform the stakeholders that the list of channels to be decommissioned was approved bythe CEO. D. Escalate the objection to the steering committee and human resources (HR) as apersonal intimidation incident.
Answer: A
Explanation: The project manager should plan for incremental and iterative delivery based on feedback
from the marketing and sales team because this is an example of adaptive development
approach, which is suitable for projects with high uncertainty and changing requirements.
By delivering value in increments and iterations, the project manager can validate the
assumptions and benefits of the project, and adjust the scope and direction as needed.
This way, the project manager can address the stakeholders’ concerns and ensure that the
project delivers the most efficient and effective sales channels for the
A project manager for a large project's agile team is developing new workflows to meetchanging business needs. As the second sprint is running, the product owner and agileteam begin to receive more details that impact the scope change of running items. Theagile teamrequests a change in the sprint goals and sprint backlog items.What should the project manager do?
A. Create a parallel sprint to deliver the additional items. B. Guide the agile team to add the new scope to the product backlog. C. Pause the sprint to allow time to include the new items. D. Moderate the expectations for sprint quality.
Answer: B
Explanation:
Agile project management welcomes changes in scope, but it also requires a trade-off of
other items in the product backlog. The product owner owns the backlog and has to be able
to make these decisions regarding trade-offs between stories and features. The project
manager should guide the agile team to add the new scope to the product backlog and
prioritize it according to the project goals and customer value. The project manager should
also conduct regular backlog grooming sessions to assess and update the backlog items.
The new scope should not be added to the current sprint, unless it is small enough to be
completed by the time the sprint ends and does not affect the sprint goals. Creating a
parallel sprint, pausing the sprint, or moderating the expectations for sprint quality are not
agile practices and would compromise the project’s agility, quality, and
delivery. References:
How Agile Addresses Changing Project Scope
Agile Twists & Turns: How to Handle Scope Changes
How to change your project’s scope (the right way)
Agile Scope Management: Refactor Your PMP
Sample Question 87
A project scope was developed with numerous assumptions. During the execution phase,the assumptions changed, which has jeopardized the planned business value of theproject.% What should the project manager do next?
A. Update the assumptions log and change log, and implement the change controlprocess. B. Report on the changed assumptions to the project sponsor and seek support to prioritizethe change requests. C. Inform the client that the project cannot meet the project timeline and additional costswill be incurred. D. Deliver what was planned in the project management document according to thespecifications.
Answer: A
Explanation:
According to the PMP Exam Content Outline, one of the tasks of a project manager in the
execution domain is to “Implement approved changes and corrective actions by following
the change management plan in order to meet project requirements.” This implies that the
project manager should update the assumptions log and change log, and implement the
change control process when the assumptions change during the execution phase. The
assumptions log is a tool that documents the assumptions and constraints of the project
scope, and the change log is a tool that records the changes that occur during the project
life cycle. The change control process is a set of procedures that defines how changes are
proposed, reviewed, approved, implemented, and communicated. By following these steps,
the project manager can ensure that the changes are aligned with the project objectives
and stakeholders’ expectations, and that the impact of the changes on the project scope,
schedule, cost, quality, risk, and benefits are assessed and managed. References:
: PMP Exam Content Outline
: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth
Edition, Chapter 4.1.3.2 and 4.6.3.2
: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth
Edition, Chapter 4.6
: Business Analysis for Practitioners: A Practice Guide, Chapter 5.5.2 and 5.5.3
Sample Question 88
During a sprint planning meeting, a stakeholder is told that their requirement is in progressand on track for the final product to be ready in the next two sprints. The stakeholder isvery satisfied with the timeline and gives their full support to the agile team. After the meeting, the project sponsor calls the project manager about a large requirement they wantthe team to work on right away as it has significantbusiness value. What should the project manager do?
A. Call the stakeholder to tell them that the final product schedule must be extended due tothis last minute, urgent request. B. Perform an impact analysis and share the overall schedule impact before deciding on anew priority. C. Reject the new requirement from the sponsor as this is going to impact the delivery ofthe stakeholder's final product. D. Ask the product owner to prioritize the new request from the sponsor and ask the teamto work on it immediately.
Answer: B
Explanation:
According to the PMBOK Guide, 6th edition, section 5.6.2, the project manager
should perform an impact analysis when a change request is received, to assess
the potential effects on the project scope, schedule, cost, quality, resources, risk,
and other aspects.3
The project manager should also communicate the impact analysis to the relevant
stakeholders, such as the project sponsor, the product owner, the customer, and
the team, to facilitate the decision making process and obtain their agreement on
the change.3
The project manager should not accept or reject the change request without
performing an impact analysis, as this may lead to unrealistic expectations, missed
deadlines, scope creep, or stakeholder dissatisfaction.3
The project manager should not ask the product owner to prioritize the new
request without performing an impact analysis, as this may disrupt the agile team’s
work and compromise the quality of the deliverables.4
The project manager should not call the stakeholder to tell them that the final
product schedule must be extended without performing an impact analysis, as this
may damage the trust and relationship with the stakeholder and cause them to
An organization uses a hybrid approach to project management. A project manager has been assigned to an external project, project A, where two of the three modules in theproject require machine learning skills. The only machine learning expert in the projectmanager's organization is engaged in an internal project, project B, that is about to end.What should the project manager do?
A. Prioritize project A over project B since A is an external project and B is an internalproject. B. Plan projectA in sprints, starting with the module that does not require machine learningskills. C. Engage the human resource manager to employ a machine learning expert for projectA. D. Plan project A to start at the end of project B when the machine learning expert isavailable.
Answer: B
Explanation: A hybrid approach to project management combines predictive and adaptive
methods, such as waterfall and agile, to suit the needs and context of the project. In this
case, the project manager can use an agile approach to plan project A in sprints, which are
short iterations that deliver incremental value to the customer. By starting with the module
that does not require machine learning skills, the project manager can leverage the existing
resources and skills of the team, while waiting for the machine learning expert to finish
project B. This way, the project manager can avoid delaying project A, compromising
project B, or hiring a new resource that may not fit the organizational culture or project
requirements. This is consistent with the PMI-PBA practice of planning and monitoring the
business analysis work and the PMP practice of executing the project with
A project manager is appointed for the deployment of a new solution. The solution will beintegrated into the environment by a third-party vendor. This vendor just announced a delayin delivering a key component, which will impact the project schedule.What should the project manager do?
A. Ensure that relevant stakeholders and expectations are identified and assess thecomponent delay. B. Perform a detailed analysis of the release content for each component of the solution. C. Propose a new design of the solution to replace the external component with an internalone. D. Ask for expedited delivery of the component to mitigate the risk of schedule delays.
Answer: A
Explanation:
The project manager should follow the Monitor and Control Project Work process, which
involves tracking, reviewing, and reporting the progress and performance of the project, as
well as managing changes and issues that arise. One of the main outputs of this process is
the work performance reports, which provide information on the project status, progress,
forecasts, issues, risks, and corrective actions. The project manager should use these
reports to communicate with the relevant stakeholders and manage their expectations
regarding the impact of the component delay on the project schedule. The project manager
should also assess the component delay and determine the appropriate response strategy,
such as requesting a change, implementing a contingency plan, or escalating the issue to
senior management. The project manager should not perform a detailed analysis of the
release content for each component of the solution (B), as this is not relevant to the current
issue and may waste time and resources. The project manager should not propose a new
A project in aerospace design has run into a substantial technical issue, and the projectteam is uncertain on how to proceed. With whom should the project manager call ameeting to discuss the issue?
A. Project stakeholders and the team B. External subject matter experts (SMEs) and the team C. Project sponsor and the team D. Project sponsor and the external SMEs
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, section 4.3.2.1, when a project
faces a technical issue that requires specialized knowledge or expertise, the project
manager should consult with external subject matter experts (SMEs) and the team to find a
solution. External SMEs are individuals or groups who have specialized knowledge or skills
related to a specific aspect of the project, such as aerospace design. They can provide
valuable insights, recommendations, and guidance to the project team. The project team
consists of the project manager and the project staff who are responsible for performing the
project work. They have the most knowledge and experience about the project and its
deliverables. The project manager should involve both the external SMEs and the team in
the discussion of the technical issue, as they can contribute different perspectives and
ideas to resolve the issue. The project manager should also communicate the issue and
the proposed solution to the project sponsor and other relevant stakeholders, but they do
A senior management team member contacts an agile project lead and mentionsthat certain features the senior manager thought would be in the current release were notincluded. What should the agile project lead do?
A. Assure the senior manager that these features will be queued up in the next sprint. B. Meet with the team to understand why the senior manager’s features were not included. C. Invite the senior manager to the next planning meeting. D. Send the product roadmap to the senior manager.
Answer: C
Explanation:
The agile project lead should invite the senior manager to the next planning meeting to
ensure that the senior manager’s expectations are aligned with the product vision and
backlog. This is consistent with the agile principle of customer collaboration over contract
negotiation1. The agile project lead should also explain how the product backlog is
prioritized and refined based on the value and feedback from the stakeholders2. Assuring
the senior manager that these features will be queued up in the next sprint (A) is not a
good option since it may create unrealistic expectations and compromise the quality and
scope of the product. Meeting with the team to understand why the senior manager’s
features were not included (B) is not relevant since the team is not responsible for defining
the product features, but for delivering them. Sending the product roadmap to the senior
manager (D) is not sufficient since it may not address the senior manager’s concerns or
questions. References:
1: Agile Practice Guide, Chapter 1, Section 1.2.1 2: Agile Practice Guide, Chapter 2, Section 2.3.2.1
Sample Question 93
The project manager of a large construction project discovers that the blueprints receivedfrom the client appear incomplete. What should the project manager do first?
A. Reschedule the project execution date. B. Continue project execution using the current blueprints from the client. C. Escalate this issue to the project sponsor D. Consult with the client to determine if project execution should be continued.
Answer: D
Explanation: According to the PMBOK Guide, the project manager is responsible for
managing the project work according to the project management plan and implementing
approved changes1. If the project manager discovers that the blueprints received from the
client appear incomplete, the first thing to do is to consult with the client to determine if
project execution should be continued or if changes are needed. The client is the source of the project requirements and the ultimate authority on the project scope2. The other
options are not the best actions for the project manager to do first. Rescheduling the
project execution date is a change that requires a formal change request and approval from
the change control board3. Continuing project execution using the current blueprints from
the client may result in rework, waste, or defects if the blueprints are not accurate or
complete4. Escalating this issue to the project sponsor is not the first step, as the project
sponsor is not the owner of the project requirements or scope. References:
1: PMBOK Guide, 6th edition, page 95
2: PMBOK Guide, 6th edition, page 141
3: PMBOK Guide, 6th edition, page 115
4: PMBOK Guide, 6th edition, page 149
: PMBOK Guide, 6th edition, page 33
Sample Question 94
At the end of the last iteration, the customer rejects the deliverables since they didnot meet the customer's expectations. What should the project manager have been doneto prevent this situation?
A. Involved the customer more in the planning process for the project, and ensuredagreement on the proceedings. B. Included all relevant criteria in the agreed upon definition of done (DoD), and crafted ashared product vision. C. Provided the customer with the backlog and the specified user stories at the beginningof the iteration. D. Developed the DoD in close cooperation with all stakeholders to ensure theirexpectations were included.
Answer: B
Explanation: According to the Agile Practice Guide, the definition of done (DoD) is a clear
and concise list of requirements that a deliverable must adhere to for the team to consider
it complete. The DoD helps to ensure that the quality standards and customer expectations
are met, and that there is a consistent understanding of what done means among the team
and the customer. Therefore, the project manager should have included all relevant criteria
in the agreed upon DoD, and crafted a shared product vision that aligns with the
customer’s needs and goals. This would have helped to prevent the customer from
rejecting the deliverables at the end of the iteration. Involved the customer more in the
planning process for the project, and ensured agreement on the proceedings may be a
good practice, but it is not the best answer. The customer may still reject the deliverables if
the planning process does not result in a clear and agreed upon DoD and product vision.
Provided the customer with the backlog and the specified user stories at the beginning of
the iteration may be helpful, but it is not sufficient to prevent the customer from rejecting the
deliverables. The backlog and the user stories may change during the iteration, and they
may not reflect the quality criteria and the customer expectations. Developed the DoD in
close cooperation with all stakeholders to ensure their expectations were included may be
a good practice, but it is not the best answer. The DoD should be developed with the
customer, not with all stakeholders. Some stakeholders may have different or conflicting
expectations than the customer, and they may not be the ones who accept or reject the
deliverables. References: Agile Practice Guide, Chapter 3, Section 3.2.2 (Definition of
Done) and Section 3.2.3 (Product Vision
Sample Question 95
In a project using a hybrid approach, the performance of the team was consistentlyexcellent during the predictive stages. When the iterations began, however, the teammembers started to show signs of low commitment, conflicts, and confusion, resulting inlow morale.What should the project manager do to handle this situation?
A. Give team members more authority to make decisions. B. Perform team-building activities and enhance collaboration. C. Identify the team members who are impacting low morale. D. Coach the team members on agile processes and knowledge.
Answer: B
Explanation: According to the PMBOK® Guide, 7th edition, one of the principles of project
management is to tailor the delivery approach based on context1. This principle suggests
that project managers should select and adapt the delivery approach that best suits the
project characteristics, stakeholder needs, and organizational goals. It also implies that
project managers should recognize and respond to changes in the project
environment and facilitate the transition between different delivery approaches1.
In a hybrid project, the delivery approach combines elements of predictive, adaptive, and
iterative methods2. A hybrid project may start with a predictive phase to define the scope,
schedule, and budget, and then switch to an adaptive or iterative phase to deliver the
product or service incrementally2. A hybrid project may also use different delivery
approaches for different components or work packages within the same project2.
In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate
that the team members are not comfortable or familiar with the change in the delivery
approach, and that they are lacking the skills, mindset, or tools to work effectively in an
adaptive or iterative environment. Therefore, the best course of action for the project
manager is to perform team-building activities and enhance collaboration. This will help the
team to build trust, rapport, and cohesion among themselves and with other stakeholders,
and to align their expectations, roles, and responsibilities with the new delivery approach. It
will also help the team to learn and apply the agile values and principles, such as customer
collaboration over contract negotiation and working software over comprehensive
documentation3.
The other options are not as effective as option B. Option A, giving team members more
authority to make decisions, may be appropriate for an agile team, but it does not address
the root cause of the problem, which is the change in the delivery approach. It may also
create more confusion and conflicts if the team members are not clear about the decisionmaking
process or criteria. Option C, identifying the team members who are impacting low
morale, may be helpful, but it does not solve the problem of the team’s performance. It may
also create a blame culture or a sense of isolation among the team members. Option D,
coaching the team members on agile processes and knowledge, is also a good practice,
but it is not sufficient to improve the team’s morale. Coaching should be complemented by
team-building and collaboration activities to foster a positive and supportive team culture.
A project learn member identified a defect in the initial solution design for a project Thestakeholders are not sure whether to deploy the system or not. What should the projectmanager do?
A. Propose a solution redesign for the project B. Perform risk analysis against the issue. C. Revise the project's quality control measurements D. Develop a mitigation based on the solution design
Answer: B
Explanation: According to the PMBOK Guide, one of the tools and techniques for performing integrated
change control is risk analysis1. This involves assessing the potential impact of a change
request or a defect on the project objectives, such as scope, schedule, cost, and quality. By
performing risk analysis, the project manager can evaluate the pros and cons of deploying
the system with the defect, and determine the best course of action. The other options are
not appropriate, as they do not address the issue of whether to deploy the system or not.
Proposing a solution redesign, revising the quality control measurements, and developing a
mitigation plan are all possible actions that could be taken after performing risk analysis,
depending on the results. References:
1: PMBOK Guide, 6th edition, page 120
Sample Question 97
A project team was established for a community impacted by oil and gas explorationactivities. The team is required to interact with several external stakeholders. The localcouncil authority has requested a meeting with the project team to discuss the impact of theproject on the community. The project manager was not available at the time of themeeting, and the team was in disagreement regarding who should attend the meeting.What should the project manager have done to prevent this conflict?
A. Provided copies of the stakeholder engagement plan to all team members. B. Defined the roles and responsibilities of the team members. C. Updated the communications management plan. D. Established ground rules for the team
Answer: D
Explanation:
The project manager should have established ground rules for the team at the beginning of
the project, which would include guidelines for communication, decision making, conflict
resolution, and stakeholder engagement. Ground rules help the team to work effectively
and collaboratively, and to avoid misunderstandings and disagreements. Providing copies
of the stakeholder engagement plan (A) is not enough, as it does not specify how the team
should interact with the stakeholders. Defining the roles and responsibilities of the team
members (B) is also important, but it does not address the issue of who should attend the
An agile senior project team member suddenly resigns from the organization. Following thisdeparture, the remaining team members are having difficulty accessing information and areunable to complete a deliverable.What should the project manager have done to avoid this situation?
A. Ensured the project repository is up to date. B. Updated the job descriptions for all team roles. C. Provided specialist training for all team members. D. Made an effort to reemploy the senior project team member.
Answer: C
Explanation:
The project manager should have ensured that the project repository is up to date and
contains all the relevant information and documentation related to the project deliverables,
such as user stories, acceptance criteria, test cases, design specifications, etc. This way,
the remaining team members can access the information they need to continue working on
the deliverable, even if a senior team member leaves the organization. This practice is
consistent with the agile principle of maintaining a single source of truth and ensuring
transparency and collaboration among the team members12. References: 1: PMBOK Guide, 6th Edition, Chapter 4: Project Integration Management 2: Agile Practice Guide,
Chapter 3: Life Cycle Selection
Sample Question 99
In a multinational project, stakeholders are in different time zones. The projectmanager has regular project update meetings with the stakeholders. However, a group ofstakeholders who has never attended project update meetings is complaining to theproject sponsor that they know very little about the project.What should the project manager do?
A. Discuss the issue with all stakeholders and work on a communications managementplan to meet all stakeholder requirements. B. Ensure that the stakeholders who are complaining are present for the next projectupdate meetings. C. Record the regular project update meeting and share it with all stakeholders after themeeting is completed. D. Change the meeting time to the working time zones of the stakeholders who arecomplaining.
Answer: A
Explanation: The project manager should address the communication needs of all stakeholders and ensure that they are satisfied with the level and frequency of information
they receive. The best way to do this is to discuss the issue with all stakeholders and work
on a communications management plan that defines the communication requirements,
methods, formats, frequency, and responsibilities for each stakeholder group. This will help
to avoid misunderstandings, conflicts, and complaints in the future. Recording the meeting
and sharing it with the stakeholders who missed it (option C) is a good practice, but it does
not solve the root cause of the problem. Ensuring that the stakeholders who are
complaining are present for the next meeting (option B) or changing the meeting time to
their time zone (option D) are not feasible or fair solutions, as they may create
inconvenience or dissatisfaction for other stakeholders. The project manager should
consider the time zones of all stakeholders and try to find a suitable time that works for
most of them, or use alternative communication methods such as email, video, or audio
recordings. References:
PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications
A project needs to be outlined as a phased approach for multiple product lines with areview gate at the end of each phase. To ensure consistency for this hybrid delivery, whatshould the project manager do?
A. Ask subject matter experts (SMEs) to provide a detailed plan for each phase. B. Commit to a detailed global plan from the initiation phase. C. Get agreement from stakeholders on high-level deliverables and requirements. D. Request the project management office (PMO) to review the initial plan
Answer: C
Explanation: According to the PMBOK Guide, a hybrid delivery approach is a combination of predictive, iterative, incremental, and agile methods that best suit the project context and
objectives. A hybrid delivery approach may require a phased structure, where each phase
has a review gate to ensure alignment and quality. To ensure consistency for this hybrid
delivery, the project manager should get agreement from stakeholders on high-level
deliverables and requirements. This will help to define the scope and objectives of each
phase, as well as the acceptance criteria and success factors. The project manager should
also involve the stakeholders in the planning and execution of each phase, and solicit their
feedback and approval at the review gates. The project manager should not ask SMEs to
provide a detailed plan for each phase, as this may not reflect the stakeholder needs and
expectations. The project manager should not commit to a detailed global plan from the
initiation phase, as this may not accommodate changes and uncertainties in a hybrid
environment. The project manager should not request the PMO to review the initial plan, as
this may not ensure the stakeholder buy-in and satisfaction. References:
A project manager is managing a project with a hybrid approach and has requested asenior team member to perform a quantitative risk analysis The team member respondsthat they do not have the knowledge to perform such an analysis.What should the project manager do?
A. Contact the project management office (PMO) and request them to assign another teammember who has the knowledge to perform this task to the team B. Escalate the issue to the functional manager C. Help the team member to perform the quantitative risk analysis through coaching,mentoring and training D. Perform the quantitative risk analysis for the team member.
Answer: C
Explanation: According to the PMBOK Guide, quantitative risk analysis is a process that
numerically analyzes the effect of identified risks on overall project objectives. It is usually
performed on risks that have been prioritized by the qualitative risk analysis process.
Quantitative risk analysis requires specialized skills and tools, such as statistical analysis,
simulation, and modeling. Therefore, not every project team member may have the
knowledge or experience to perform this task. If the project manager encounters such a
situation, the best option is to help the team member to perform the quantitative risk
analysis through coaching, mentoring and training. This way, the project manager can
ensure that the team member learns the necessary skills and techniques, and can
contribute to the risk management process. This also aligns with the project manager’s
responsibility to develop the project team and enhance their competencies. Option A is not
the best answer because contacting the PMO and requesting another team member may
cause delays and disruptions in the project schedule and team dynamics. Option B is not
the best answer because escalating the issue to the functional manager may not solve the
problem, and may create conflict between the project manager and the functional manager.
Option D is not the best answer because performing the quantitative risk analysis for the
team member may not be feasible or efficient, and may deprive the team member of the
opportunity to learn and grow. References: PMBOK Guide, 6th edition, pages 431-432,
440-441.
Sample Question 102
A project manager has two projects that are being executed at the same time. The durationof the critical project must be reduced, but the project manager does not have enoughresources to achieve this goal. In addition, the schedule does not have activities that can be overlapped.What should the project manager do?
A. Apply fast-tracking techniques to compress the schedule of the critical project B. Analyze both projects to determine the most effective use of common resources C. Use resource optimization to justify requesting more resources for the critical project. D. Provide schedule optimization training to the project teams to improve their skills.
Answer: B
Explanation: The project manager should analyze both projects to determine the most
effective use of common resources, such as human, material, equipment, or
facilities1. This will help the project manager to allocate and balance the resources across
the two projects, and to identify and resolve any resource conflicts or shortages2. This may
also help to reduce the duration of the critical project by ensuring that the required
resources are available when needed. The other options are not appropriate or feasible in
this situation. Applying fast-tracking techniques to compress the schedule of the critical
project is not possible, as the question states that the schedule does not have activities that
can be overlapped3. Using resource optimization to justify requesting more resources for
the critical project may not be realistic, as the question implies that the project manager
does not have access to additional resources4. Providing schedule optimization training to
the project teams to improve their skills may not have an immediate impact on the duration
of the critical project, and may also consume more time and resources. References: 1:
PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh
Edition, Project Management Institute Inc., 2021, p. 201. 2: PMI, A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Project
Management Institute Inc., 2021, p. 202. 3: PMI, A Guide to the Project Management Body
of Knowledge (PMBOK® Guide) – Seventh Edition, Project Management Institute Inc.,
2021, p. 211. 4: PMI, A Guide to the Project Management Body of Knowledge (PMBOK®
Guide) – Seventh Edition, Project Management Institute Inc., 2021, p. 203. : PMI, A Guide
to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition,
Project Management Institute Inc., 2021, p. 212.
Sample Question 103
A project manager for an agile project wants to have a highly engaged team. How shouldthe project manager achieve this objective?
A. Be clear with directions and assignments so people stay focused and engaged with their work. B. Promote an environment where everybody knows what their contribution means to theproject as a whole. C. Design a reward system to get people motivated by recognizing significant individualcontributions from the last sprint D. Encourage continuous rotation of roles among team members to keep people motivatedthroughout project delivery.
Answer: B
Explanation: The project manager should promote an environment where everybody
knows what their contribution means to the project as a whole because this is the best way
to have a highly engaged team. Agile projects are based on values and principles that
emphasize collaboration, flexibility, and customer satisfaction, which require the team
members to be motivated, committed, and empowered. Therefore, the project manager
should communicate the vision, goals, and expectations of the project, and help the team
members understand how their work adds value to the project and the organization. The
project manager should also encourage the team members to share their ideas, feedback,
and concerns, and involve them in decision-making and problem-solving. This can help to
create a sense of ownership, accountability, and pride within the team, and foster a positive
and productive work culture. The other options are not the best choices because they do
not support the agile approach or the team engagement. Being clear with directions and
assignments so people stay focused and engaged with their work (option A) may imply that
the project manager is using a directive or authoritarian style, which may limit the team’s
autonomy and creativity. Designing a reward system to get people motivated by
recognizing significant individual contributions from the last sprint (option C) may help to
acknowledge and appreciate the team members, but it may also create competition and
conflict within the team, and may not align with the agile principle of valuing the team’s
performance over the individual’s performance. Encouraging continuous rotation of roles
among team members to keep people motivated throughout project delivery (option D) may
help to diversify and enhance the team’s skills and knowledge, but it may also disrupt the
team’s stability and efficiency, and may not consider the team members’ preferences and
[PMP Questions page 467]. PMP Practice Exam | Free PMP Practice Questions.
Sample Question 104
A company that is introducing a new product into the market by the end of the year requiresa storage and distribution facility to be built. During the monthly stakeholder meeting, it isdiscovered that the location for implementation is a government-owned areaWhat should the project manager do first?
A. Identify an alternative site. B. Update the issue log C. Issue a change request D. Update the risk register.
Answer: B
Explanation: An issue is a point or matter in question or in dispute, or a point or matter
that is not settled and is under discussion or over which there are opposing views or
disagreements. An issue log is a project document that provides a mechanism for
recording and communicating issues that arise during a project. It also helps to monitor
their resolution. According to the PMBOK Guide, the first step in managing issues is to
identify and document them in the issue log. The issue log should include information such
as issue description, type, priority, owner, due date, status, and resolution. Updating the
issue log will help the project manager to track and resolve the issue of the governmentowned
area, and communicate it to the relevant stakeholders. Identifying an alternative
site, issuing a change request, or updating the risk register are possible actions that may
be taken after the issue is documented and analyzed, depending on the impact and
urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide,
6th edition, page 558 : PMP Sample Test Questions
Sample Question 105
A project manager is assigned to a technical research project. The project team hasalready been assigned, and the main subject matter expert (SME) sends the projectmanager a list of the technical skills required for the execution of this project.What should the project manager do next?
A. Send the list to the project team and ask them to get training on the required skills. B. Ask the functional manager to review the resource pool and recommend the rightindividuals to join the team. C. Discuss the list with the project sponsor to confirm that the resources have the requiredskills. D. Meet with the project team to understand their skills and identify potential gaps andtraining requirements.
Answer: D
Explanation: The project manager should meet with the project team to assess their
current skills and identify any gaps or training needs that may affect the project
execution. This is part of the Plan Resource Management process, which involves
determining the project roles, responsibilities, required skills, and reporting relationships1.
Sending the list to the project team and asking them to get training on the required skills (A)
is not a proactive or effective way of managing the project resources. Asking the functional
manager to review the resource pool and recommend the right individuals to join the team
(B) is not feasible since the project team has already been assigned. Discussing the list
responsibility of the project sponsor, who is mainly concerned with the project benefits and
alignment with the strategic objectives2. References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 8, Section 8.1.3.1
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 4, Section 4.1.2.1
Sample Question 106
The project manager has recently received funding approval for a training programfor the entire project team but has not yet defined the most effective training course. Oneteam member submitted a request for specialized training that is required for the project.How should the project manager handle this request?
A. Send this change request to the change control board (CCB) for approval. B. Approve the request for the specialized training. C. Reject the request as it does not impact the project deliverables. D. Validate if the training is within scope and budget.
Answer: D
Explanation: The project manager should validate if the training request is within the
scope and budget of the project before approving or rejecting it. The training request may
be a valid requirement that was not identified during the planning process, or it may be a
nice-to-have that is not necessary for the project success. The project manager should
evaluate the benefits and costs of the training request and compare them with the project
baseline. If the training request is within the scope and budget, the project manager can
approve it. If the training request is outside the scope and budget, the project manager
should send it to the change control board (CCB) for approval. The CCB is responsible reviewing and approving change requests that affect the project baseline. Rejecting the
request without validation may result in missing a critical requirement or losing a valuable
team member. Approving the request without validation may result in scope creep or
A project manager was just assigned to a project as the leader of an experienced agileteam. How should the project manager influence the team to accomplish the projectobjectives?
A. Express trust in the team's ability to fulfill the necessary deliverables. B. Assert judgment over the team. C. Use a plan-driven approach in order to demonstrate control over the project. D. Increase the amount of subject matter experts (SMEs) to get better results.
Answer: A
Explanation: According to the PMI-PBA guide, one of the key competencies of a business
analyst is to facilitate collaboration and negotiation among stakeholders1. This is especially
important in agile projects, where the business analyst may also act as the project manager
or product owner2. The PMBOK guide also states that the project manager should foster a
collaborative project team environment that enhances individual and team performance3.
Therefore, the best way for the project manager to influence the agile team is to express
trust in their ability to deliver value and meet the project objectives, rather than imposing
authority, control, or additional resources. References:
1: PMI-PBA guide, page 16
2: PMI-PBA guide, page 23
3: PMBOK guide, page 59
Sample Question 108
A project is successfully delivering its product outcomes, and the customer satisfactionrating is high. However, during an internal audit, it is discovered that certain essentialprocess documents and approvals are missing, and the project is evaluated as beingnoncompliant.What should the project manager do next?
A. Review the latest project management standards with the project management office(PMO) and make changes to the quality management plan. B. Perform quality assurance to review the processes against the quality management planand identify gaps. C. Review and update the project document repository with the missing documents andapprovals. D. Change the quality management processes to align with the project objective.
Answer: B
Explanation:
According to the PMBOK Guide, quality assurance is the process of auditing the quality
requirements and the results from quality control measurements to ensure that appropriate
quality standards and operational definitions are used. Quality assurance helps to identify
and correct any deficiencies in the project processes and deliverables. In this scenario, the
project manager should perform quality assurance to review the processes against the
quality management plan and identify the gaps that led to the missing documents and
approvals. This will help to ensure that the project is compliant with the quality standards
289. PMP Questions page 495, question 495. How To Find The Correct Answer On PMP
Exam Questions.
Sample Question 109
A project manager is managing a hybrid project A stakeholder has directly contacted ateam member and has requested a change Due to the request, the team member wasdistracted from their work, which caused a loss in productivity.What should the team member do?
A. Inform the stakeholder that the correct procedure for new requirements is to provide itdirectly to the project manager. B. Inform the scrum master regarding the stakeholder's request for a change and theimpact this has had on productivity. C. Inform the stakeholder that the correct procedure for new requirements is to provide itdirectly to the change control board (CCB). D. Inform the scrum master so that the change can be discussed directly with thestakeholder.
Answer: A
Explanation:
In a hybrid project, the project manager is responsible for managing the expectations and
requirements of all the stakeholders, both internal and external. The project manager also
has the authority to approve or reject changes to the project scope, schedule, budget, and
quality. Therefore, the team member should inform the stakeholder that the correct
procedure for new requirements is to provide it directly to the project manager, who will
then evaluate the impact of the change and decide whether to accept or reject it. This way,
the team member can avoid being distracted from their work and maintain the productivity
of the project. References:
Hybrid Project Management: What is it, Methodology & Software - Teamhood
What Is Stakeholder Management? - ProjectManager
Sample Question 110
An events company is planning their annual event for a retirement fund. The organizationhas run the event planning using agile approaches for the last 3 years. During the initiationphase, while assessing possible risks and improvements for the event, the project manageruses previous event feedback to assist in developing the risk register.Which ceremony should be used in developing this register?
A. Sprint plans B. Retrospective results C. Sprint report D. Project status report
Answer: B
Explanation:
Retrospective results are the outputs of the retrospective meeting, which is a ceremony
that is performed at the end of every sprint or iteration in an agile project. The retrospective
meeting is an opportunity for the team to reflect on what went well, what could be
improved, and how to implement the improvement actions in the next sprint or iteration.
The retrospective results can help the project manager to identify the risks and
opportunities for the event planning, and to update the risk register accordingly. 12345 References:
1: ProjectManagement.com - Retrospectives
2: A Guide To Effective Retrospectives By Project Managers
3: Retrospective - BrainBOK
4: Retrospective - Lovepmp
5: Retrospective - InLoox
Sample Question 111
A new project manager is assigned to a project in the execution stage. A few keystakeholders inform the new project manager that the project has some serious issues.What should the newly assigned project manager do first to understand the issues?
A. Escalate the issues to the project sponsor. B. Review the issues log to ensure the issues are captured. C. Check the risk management plan to ensure there is a strategy to address the issues. D. Ask the key stakeholders to discuss the issues with the project team.
Answer: B
Explanation:
According to the PMBOK® Guide, 7th edition, an issue is a point or matter in question or in
dispute, or a point or matter that is not settled and is under discussion or over which there
are opposing views or disagreements1. Issues can arise from various sources, such as
changes, risks, defects, conflicts, or assumptions1. Issues can affect the project
performance, scope, quality, schedule, cost, or stakeholder satisfaction1.
An issues log is a project document used to capture and track issues until they are
resolved1. The issues log typically contains information such as the issue description,
priority, owner, status, resolution, and impact1. The issues log is updated throughout the
project life cycle as new issues are identified, analyzed, and resolved1.
In this scenario, the newly assigned project manager is informed by a few key stakeholders
that the project has some serious issues. The first thing that the project manager should do
to understand the issues is to review the issues log to ensure the issues are captured. This
will help the project manager to get an overview of the current state of the project, and
to identify the nature, scope, and impact of the issues. It will also help the project manager
to verify if the issues have been properly documented, prioritized, and assigned to the
responsible parties. Reviewing the issues log will also enable the project manager to plan
the next steps to address the issues, such as communicating with the stakeholders,
performing root cause analysis, implementing corrective actions, or escalating the issues if
needed1.
The other options are not as effective as option B. Option A, escalating the issues to the
project sponsor, may be necessary if the issues are beyond the project manager’s authority
or control, but it is not the first thing to do. The project manager should first review issues log to understand the issues and their implications, and then decide if escalation is
required or not. Option C, checking the risk management plan to ensure there is a strategy
to address the issues, may be helpful, but it is not sufficient. The risk management plan
provides guidance on how to manage risks, not issues2. Risks are uncertain events or
conditions that may have a positive or negative effect on the project objectives, while
issues are certain events or conditions that have already occurred and have a negative
effect on the project performance1. Therefore, the risk management plan may not cover all
the issues that the project faces, and the project manager should review the issues log
instead. Option D, asking the key stakeholders to discuss the issues with the project team,
may be beneficial, but it is not the first thing to do. The project manager should first review
the issues log to get a clear picture of the issues, and then facilitate the discussion between
the stakeholders and the team to resolve the issues.
On a transformational project, the project manager is confronted with resistancefrom the stakeholders. To overcome this and gain acceptance of the change, what shouldthe project manager do first?
A. Escalate the issue to the project sponsor. B. Review the stakeholder engagement plan. C. Update the issue log. D. Neutralize the negative stakeholders.
Answer: B
Explanation: According to the PMBOK Guide, 6th edition, one of the key processes of the
Project Stakeholder Management knowledge area is Manage Stakeholder Engagement,
which involves communicating and working with stakeholders to meet their needs and
expectations, address issues, and foster appropriate stakeholder involvement. One of the
inputs for this process is the stakeholder engagement plan, which identifies the strategies
and actions to promote productive involvement of stakeholders in project decisions and
activities. By reviewing the stakeholder engagement plan, the project manager can assess
the current level of stakeholder engagement and identify the gaps or issues that need to be addressed to overcome the resistance and gain acceptance of the change. References:
PMBOK Guide, 6th edition, pages 513-514, 518.
Sample Question 113
The business manager and the product owner are requesting a more flexible way toincorporate changes into the product baseline They are concerned about losing time tomarket with respect to other vendorsWhat should the project manager do?
A. Review the assumption log and project management plan for changes. B. Identify adequate change management tools to conduct the project C. Establish a change control board (CCB) with key stakeholders. D. Allow key stakeholders to make some changes to deliver the product faster
Answer: B
Explanation: The project manager should identify adequate change management tools to
conduct the project, as this will help them to manage the changes to the product baseline in
a flexible and efficient way. Change management tools are methods, techniques, or
software that help to plan, execute, monitor, and control changes in a project. Some
examples of change management tools are change request forms, change
logs, configuration management systems, traceability matrices, and change impact
analysis. By using these tools, the project manager can ensure that the changes are
properly documented, evaluated, approved, implemented, and communicated. This will
also help to minimize the risks and costs associated with the changes, and to maintain the
quality and scope of the product. References:
Change Request Form: Definition, Types, Process & Tools
Change Log Template - Project Management Docs
Configuration Management: What is it and why is it important?
Traceability Matrix in Software Testing with Example Template
Change Impact Analysis - an overview | ScienceDirect Topics
Sample Question 114
During a meeting to define project scope a stakeholder tells the project manager that the main requested feature in the contract is not applicable, and this is documented m thelessons learned. What should the project manager do?
A. Check with the team to learn what can be done, and consult an expert B. Ask the sponsor to close the project and pay the contracted penalty. C. Check that this information was documented correctly D. Meet with the sponsor to ask for their support
Answer: A
Explanation: According to the PMBOK® Guide, the project manager is responsible for
managing the project scope and ensuring that the project delivers the agreed-upon
features and functionality (Section 5.1). If a stakeholder tells the project manager that the
main requested feature in the contract is not applicable, this means that there is a
significant change in the project scope, which may affect the project cost, schedule, quality,
and customer satisfaction. The project manager should not ignore this information, nor
should they ask the sponsor to close the project or pay the penalty, as this may damage
the relationship with the customer and the reputation of the organization. Instead, the
project manager should check with the team to learn what can be done, and consult an
expert if needed, to find out the impact of the scope change and the possible alternatives.
The project manager should also communicate with the stakeholder and the sponsor to
understand the reason for the scope change, and to negotiate a mutually acceptable
solution. This is also consistent with the Professional in Business Analysis (PMI-PBA)®
Examination Content Outline, which states that one of the tasks of a business analyst is to
“assess the impact of a proposed change or solution on the business need, requirements,
and stakeholder expectations” (Task 3.4). References:
PMBOK® Guide, 6th Edition, Section 5.1
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task
3.4
Sample Question 115
A team member has indicated their user story will not be finished until the end of theiteration as their functional manager has requested they assist in resolving a high-priorityproduction issue. What should the project manager do?
A. Discuss with the product owner that the user story will not be completed this iteration. B. Meet with the team member's functional manager to try to remove the impediment. C. Tell the project team member not to work on the production issue and to inform theirmanager. D. Escalate the issue to the project sponsor to resolve and adjust the project burndownchart.
Answer: B
Explanation: The project manager should meet with the team member’s functional
manager to try to remove the impediment that is preventing the team member from
completing their user story. The project manager should explain the impact of the delay on
the project scope, schedule, and quality, and negotiate a solution that would allow the team
member to resume their work on the user story as soon as possible. This approach is
consistent with the agile principle of removing impediments and enabling self-organizing
Management 2: Agile Practice Guide, Chapter 2: An Agile Mindset
Sample Question 116
At the closing phase of the project the project manager sends the completion reports to theclient as a formal written document, indicating that the contract has been completed Theclient refuses to approve the document since the defect rate is 0.1%. The project managerinsists that it is an acceptable rate as the standard defect rate of the industry is 0.15%.What should have been done to avoid this situation?
A. The acceptance criteria should have been properly defined in the contract B. The client requirements should have been clearly defined in the contract C. The Manage Quality process should have been appropriately conducted D. The project manager should have reviewed the standard industry defect rate
Answer: A
Explanation: The acceptance criteria are the measurable and verifiable standards that
must be met for the project deliverables to be accepted by the client. They are part of the
project scope statement and the project contract, and they should be agreed upon by both
parties before the project execution. If the acceptance criteria are not properly defined in
the contract, it can lead to disputes and conflicts at the closing phase of the project, as the
client may have different expectations and quality standards than the project manager. The
other options are not as relevant or effective as defining the acceptance criteria in the contract. The client requirements are the needs and expectations of the client, but they are
not the same as the acceptance criteria, which are more specific and measurable. The
Manage Quality process is a process that ensures the quality standards are met and the
quality activities are performed, but it does not define the acceptance criteria. The project
manager should review the standard industry defect rate, but that is not enough to avoid
the situation, as the client may have a different defect rate as their acceptance criterion.
References:
PMBOK Guide, 7th edition, page 107
PMI-PBA Exam Content Outline, 2018, page 8
Sample Question 117
The vendor for a new IT data center project failed to follow the required cabling standardsas stated in the requirements specification. The infrastructure manager and vendor wereinvolved in an argument about the issue.What should the project manager do to resolve and prevent additional arguments?
A. Monitor the interactions between the vendor and infrastructure manager going forward. B. Host a meeting with the vendor and infrastructure manager to help resolve theirdisagreement. C. Escalate the issue to the sponsor so appropriate action can be taken. D. Instruct the vendor to correct the problem without additional arguments.
Answer: B
Explanation:
According to the PMBOK Guide, 6th edition, section 13.3.2.4, the project manager should
use interpersonal and team skills to manage conflicts and foster collaboration among
stakeholders. Hosting a meeting is an example of such a skill, as it allows the project
manager to facilitate communication, negotiation, and problem-solving between the parties
involved. The project manager should also use the requirements traceability matrix, the
project management plan, and the project documents to clarify the expectations and
responsibilities of the vendor and the infrastructure manager. The PMI-PBA Guide, section
6.2.3.1, also supports this approach, as it states that the business analyst should use
collaboration techniques to resolve issues and conflicts related to requirements.
References:
PMBOK Guide, 6th edition, section 13.3.2.4
PMI-PBA Guide, section 6.2.3.1
Sample Question 118
While developing a new product, a key stakeholder expresses concern aboutinsufficient information on product feature requirements. The product team disagrees andmentions that detailed requirements have been provided. What should the project manager do to handle this situation?
A. Organize a discussion with the product team to clarify the missing information. B. Redirect the stakeholder to discuss this request with the functional manager. C. Record the new requirements and ask the product team to develop them. D. Conduct new risk and scope analyses, identifying the missing information.
Answer: A
Sample Question 119
At the end of a project, the project manager is asked to submit project documentation foran internal audit in response to regulatory requirements. What should the project managerhave done at the beginning of the project to ensure that project documentation wouldfulfill these requirements?
A. Conducted a document review B. Confirmed documentation requirements with stakeholders C. Updated the project templates D. Implemented a new change control policy
Answer: B
Explanation:
According to the Project Management Body of Knowledge (PMBOK) Guide, one of the key
activities in the project initiation process is to identify the project stakeholders and their
requirements1. This includes the documentation requirements for the project, such as the
format, content, quality, frequency, and distribution of the project documents2. By
confirming the documentation requirements with the stakeholders at the beginning of the
project, the project manager can ensure that the project documentation will meet the
expectations and needs of the stakeholders, as well as comply with any regulatory or
contractual obligations3. This will also help the project manager to plan, execute, monitor,
and control the project documentation throughout the project life cycle4. Conducting a
document review, updating the project templates, and implementing a new change control
policy are all important activities for managing project documentation, but they are not
sufficient to ensure that the project documentation will fulfill the regulatory requirements.
The project manager needs to confirm the documentation requirements with the
stakeholders first, and then use these activities to support the documentation
process. References:
1: PMBOK Guide, 6th edition, page 30
2: PMBOK Guide, 6th edition, page 89
3: PMBOK Guide, 6th edition, page 112
4: PMBOK Guide, 6th edition, page 123
Sample Question 120
A new facility project is being developed using a hybrid approach. After the third iteration,the project manager sees a decline in the team's productivity.What should the project manager do next?
A. Review the iteration duration with the team. B. Discuss the issue in the next retrospective. C. Encourage the team to improve their performance. D. Reduce the iteration backlog.
Answer: B
Explanation: According to the PMBOK guide, a hybrid approach is a combination of
predictive and adaptive (agile) methodologies that suits the project context and stakeholder
needs1. A retrospective is a meeting held at the end of each iteration in agile projects,
where the team reflects on what went well and what can be improved2. The PMI-PBA
guide also states that retrospectives are a valuable tool for business analysts to identify
and address issues, risks, and opportunities for improvement3. Therefore, the best way for
the project manager to deal with the decline in productivity is to discuss the issue in the
next retrospective with the team and collaboratively find solutions to enhance their
performance. References:
1: PMBOK guide, page 19
2: PMBOK guide, page 207
3: PMI-PBA guide, page 129
Sample Question 121
A project sponsor receives project information and updates in a timely manner, butthe sponsor is concerned because key information is missing in the reports. What shouldtheproject manager do?
A. Review the communication needs of key stakeholders. B. Confirm that the project information is understood and feedback is received. C. Determine communication methods, frequency, and level of detail. D. Provide all project information to the stakeholder.
Answer: A
Explanation: The project manager should review the communication needs of key
stakeholders because this is the first step in developing an effective communication
management plan. By reviewing the communication needs, the project manager can
identify what information is relevant, important, and useful for each stakeholder, and tailor
the communication accordingly. The other options are not the best choices because they
are either too late or too broad. Confirming that the project information is understood and
feedback is received (option B) is a good practice, but it does not address the root cause of the problem, which is the missing information. Determining communication methods,
frequency, and level of detail (option C) is part of the communication management plan, but
it should be based on the communication needs analysis. Providing all project information
to the stakeholder (option D) may overwhelm the stakeholder with unnecessary or
irrelevant information, and may also compromise the confidentiality or security of the
page 427. PMP Practice Exam | Free PMP Practice Questions.
Sample Question 122
During a meeting for product review, a key stakeholder announces that because they arereceiving adequate information about the project they will not attend any further meetings.What should the project manager do?
A. Log this as an issue in the issue log and address it with the project sponsor. B. Ignore the stakeholder as the product is almost complete. C. Explain that the needs will be updated in the stakeholder engagement plan. D. Inform the stakeholder that changes can happen in this project.
Answer: C
Explanation:
The stakeholder engagement plan is a subsidiary plan of the project management plan
that identifies the strategies and actions required to promote productive involvement of
stakeholders in project decisions and execution. It is a dynamic document that should be
updated throughout the project as stakeholder needs and expectations change. The project
manager should explain to the key stakeholder that their needs will be updated in the
stakeholder engagement plan and that their continued participation is important for the
project success. References: PMBOK Guide, 7th edition, section 13.2.3.1; Professional in
Business Analysis (PMI-PBA) Guide, 2nd edition, section 4.2.3.1.
Sample Question 123
A project manager is in the middle of an agile project comprised of 100 user stories brokendown into five iterations Each user story is worth USS50 The actual expenditure isUS$2,000 and 50 user stories have been delivered.Which statement is true''
A. The project is on budget and on schedule. B. The project is over budget and behind schedule C. The project is under budget and behind schedule. D. The project is under budget and on schedule.
Answer: D
Explanation: we need to calculate the planned value (PV), earned value (EV), and actual
cost (AC) of the project at the end of the second iteration. PV is the budgeted amount of
work that should have been completed by a certain point in time. EV is the value of the
work that has been actually completed by a certain point in time. AC is the amount of money that has been actually spent by a certain point in time. The formulas are:
PV = (Budget at Completion / Total number of user stories) × Planned number of user
stories EV = (Budget at Completion / Total number of user stories) × Actual number of user
stories AC = Actual expenditure
The budget at completion (BAC) is the total value of all the user stories, which is 100 × $50
= $5,000. The planned number of user stories at the end of the second iteration is 40 (20
per iteration). The actual number of user stories delivered is 50. The actual expenditure is
Both SV and SPI indicate that the project is ahead of schedule.
Therefore, the correct statement is that the project is under budget and on schedule.
References:
PMBOK Guide, 6th edition, pages 267-269, 292-293
PMP Exam Questions - Part 16 (Q 151-160), YouTube video by Certify Me Now
Top 50+ PMP Exam Questions and Answers for 2024, Simplilearn article
Sample Question 124
A project manager is working on a major construction project. Part of theagreed-upon plan was to use a cloud-based system with a server that runs on high-speedinternet service since most of the team members work virtually. The company needs toreduce operating costs as much as possible and management insists that the project willnow use a system running on a conventional dial-up service.What should the project manager do next?
A. Evaluate the impact of this decision and communicate with management. B. Agree with management and continue working the project management plan. C. Meet with management about their decision and ask them to get another projectmanager. D. Replace some of the team members that work virtually to help the company save money.
Answer: A
Explanation: According to the PMBOK® Guide, the project manager is responsible for
managing the project changes and ensuring that they are aligned with the project
objectives and stakeholder expectations. Therefore, the project manager should evaluate
the impact of the decision to switch from a cloud-based system to a dial-up service on the
project scope, schedule, cost, quality, risk, and communication. The project manager
should then communicate the impact analysis and the potential alternatives to the
management and seek their approval or guidance. Agreeing with management and
continuing working the project management plan may not be the best option, as it may
result in poor project performance, stakeholder dissatisfaction, or ethical issues. The
project manager should not blindly accept the decision without analyzing its consequences
and exploring other options. Meeting with management about their decision and asking
them to get another project manager may be unprofessional and irresponsible. The project
manager should not abandon the project or escalate the issue without trying to resolve it
first. Replacing some of the team members that work virtually to help the company save
money may not be feasible or desirable. The project manager should consider the impact
of losing valuable team members, the cost and time of hiring and training new ones, and
the effect on the team morale and productivity. References: PMBOK® Guide, Sixth Edition,
A project manager joins a startup and discovers that the chief technology officer (CTO)encourages the team to overlook some procedures in the interest of speed. What shouldthe project manager do to ensure that all the procedures are followed in the future?
A. Develop new procedures that are easy for the team to follow. B. Escalate the issue to the CEO and the board members. C. Instruct the team that the procedures should always be followed. D. Initiate a review of the procedures with the CTO and the team.
Answer: D
Explanation:
This is the best answer because it involves engaging the relevant stakeholders in a
constructive dialogue about the importance and benefits of following the project
management procedures. According to the PMBOK Guide, project management
procedures are part of the organizational process assets that help the project manager and
the team to perform their work effectively and efficiently. By initiating a review of the
procedures, the project manager can identify the gaps, issues, and opportunities for
improvement, as well as communicate the value and rationale of the procedures to the
CTO and the team. This can also help to build trust, collaboration, and commitment among
A labor union contract negotiation is delaying the completion of a project to builda new manufacturing plant. Because the labor contract was due for renewal this year, theproject manager documented the negotiation process as a risk to the project. The projectwas about to start the first phase of equipment installation at the plant when the negotiationbegan.How should the project manager address the situation?
A. Meet with the project team to determine options for risk mitigation. B. Log the issue and follow the planned actions in the risk response plan. C. Acquire contract resources and submit a change request for the cost impact. D. Escalate the issue to the steering committee to ask for mitigation support.
Answer: B
Explanation: The project manager should follow the risk management plan that was
developed during the planning phase of the project. The risk management plan should
include a risk register that identifies the potential risks, their probability and impact, and the
planned responses for each risk. Since the labor union contract negotiation was
documented as a risk, the project manager should log the issue and execute the risk
response plan that was prepared for this situation. This may involve implementing
contingency plans, fallback plans, or workarounds to minimize the negative effects of the
risk on the project objectives. The other options are not appropriate because they do not
follow the risk management plan or they introduce new risks or changes to the project
scope, schedule, or budget. References:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition, Chapter 11: Project Risk Management, pp. 397-441.
PMP® Examination Practice Questions: 400 Practice Questions and Answers to
help you Pass, Question 400, p. 401.
Sample Question 127
During the third iteration of a project, the main sponsor retired from the company, and anew sponsor was appointed. The new sponsor is not familiar with the agile approach forproject delivery, which leads them to request more control over the project team.What should the project manager do?
A. Schedule a meeting with the new sponsor in order to explain the agile approach andhow teams are supposed to be self-organized. B. Schedule an emergency meeting with the project team so they fulfill every request thatcomes from the sponsor. C. Review the sponsor's request with the project team during the next daily review meetingin order to provide the requested control. D. Review the sponsor's request with the project team during the next iteration reviewmeeting in order to obtain a team decision.
Answer: A
Explanation:
The project manager should educate the new sponsor about the agile approach for project
delivery, which is an iterative and adaptive way of working that focuses on delivering value
to the customer and responding to change. The project manager should also explain how
agile teams are self-organized, meaning that they have the autonomy and authority to plan,
execute, and monitor their own work, without excessive control or interference from the
sponsor or other stakeholders. The project manager should emphasize the benefits of selforganization,
such as increased motivation, collaboration, innovation, and quality. The project manager should also clarify the role and responsibilities of the sponsor in agile
projects, which include providing vision, funding, support, and feedback, but not
micromanaging or dictating the work of the team. 123 References:
1: What is agile project management? - APM
2: What is Agile? - Project Management Institute
3: Role of Project Sponsor in Agile Project Management - PM Majik
Sample Question 128
A company's leadership team has decided to invest in a new product using an agileapproach The commercial and product teams have started the planning activity for this newventure Which three key factors does the project manager need in order to deliver thisproduct? (Choose 3)
A. High-level product backlog B. Key performance indicators (KPls) C. Product vision D. Schedule performance indexes (SPIs) E. Product roadmap
Answer: A,C,E
Explanation: According to the PMBOK Guide, when using an agile approach, the project
manager needs to have a clear understanding of the product vision, the product roadmap,
and the product backlog1. The product vision is a brief statement that describes the desired
outcome of the project and the value it will deliver to the customers and stakeholders2. The
product roadmap is a high-level overview of the product features and deliverables, along
with the planned timeline and milestones3. The product backlog is a prioritized list of the
product requirements, user stories, and other work items that need to be completed by the
project team. These three factors help the project manager to align the project objectives
with the customer needs, plan and execute the project iteratively and incrementally, and
deliver value early and often1. The other options are not relevant for an agile approach, as they are more suitable for a predictive or waterfall approach. Key performance indicators
(KPIs) are metrics that measure the performance of the project against the project
objectives. Schedule performance index (SPI) is a ratio of the earned value to the planned
value, indicating how well the project is progressing according to the schedule. These
factors are not essential for delivering a product using an agile approach, as they focus
more on the adherence to the plan rather than the delivery of value. References:
1: PMBOK Guide, 6th edition, page 18
2: PMBOK Guide, 6th edition, page 156
3: PMBOK Guide, 6th edition, page 157
: PMBOK Guide, 6th edition, page 158
: PMBOK Guide, 6th edition, page 33
: PMBOK Guide, 6th edition, page 267
Sample Question 129
A project manager decided to incorporate the latest technological advancement with theclient's devices at no additional cost to the project.Upon completion and submission of the project deliverables, the client rejected the devices,despite having the latest features.What should the project manager have done?
A. Incorporated the change within the scope of the project B. Reviewed the quality inspections C. Complied with the customer specifications D. Documented the technical reviews with the new change
Answer: D
Explanation:
According to the PMBOK® Guide, the project manager should document the technical
reviews with the new change and obtain formal acceptance from the customer before
delivering the project. This is part of the Validate Scope process, which ensures that the
project deliverables meet the agreed requirements and specifications. By documenting the
technical reviews, the project manager can demonstrate the rationale and benefits of the
change, as well as the impact on the project scope, schedule, cost, quality, and risk. By
obtaining formal acceptance, the project manager can ensure that the customer is satisfied
with the project outcome and avoid any disputes or rework later. References: (Professional
in Business Analysis Reference Materials source and documents)
A project manager is using a hybrid approach for project delivery. Thedevelopment team was sized, but is not yet fully resourced. The project manager is workingon defining the project schedule.What should the project manager do to address the issue of developer availability?
A. Organize a planning session with the development team and use their estimations tocomplete the schedule. B. Ask the resource manager when the new contractor is available to start and change thedelivery date for the project schedule. C. Ask the sponsor to provide the desired completion date for project activities andcomplete the schedule. D. Use expert judgment to estimate all of the tasks and complete the schedule in theallocated time.
Answer: A
Explanation:
According to the PMBOK Guide, the project manager should use a participatory approach
to develop the project schedule, involving the team members who will perform the
work1. This will increase the accuracy and reliability of the schedule estimates, as well as
the commitment and ownership of the team2. Therefore, the best option is to organize a
planning session with the development team and use their estimations to complete the
schedule. Option B is incorrect because changing the delivery date for the project schedule
based on the availability of a new contractor may not be feasible or acceptable to the
stakeholders. Option C is incorrect because asking the sponsor to provide the desired
completion date for project activities may not reflect the realistic effort and duration required
to complete the work. Option D is incorrect because using expert judgment to estimate all of the tasks may not account for the variability and uncertainty of the work, and may not
involve the input and feedback of the team members. References: 1: PMBOK Guide, 6th
edition, section 6.1.2.5, p. 191 2: PMBOK Guide, 6th edition, section 6.5.2.4, p. 218
Sample Question 131
During the execution of a financial project, a project manager met with the project teamweekly to evaluate the project's progress. However, the sponsor requests that projectperformance be checked daily. The key team members disagree with this requirement andargue that they do not have enough time to go to daily meetings because they are at anexecutive level.What should the project manager do first?
A. Negotiate with the key team members to send a daily report and let the sponsor knowthat the project cost will increase. ty B. Recommend to the sponsor that performance of the project be reviewed once per week. C. Review the communications management plan and submit a change request if required. D. Evaluate the capacity of each team member to attend daily meetings in person orvirtually and reduce the time of each meeting.
Answer: C
Explanation:
The project manager should review the communications management plan and submit a
change request if required. The communications management plan is a document that
describes how the project information will be communicated to the stakeholders. It defines
the communication requirements, methods, formats, frequency, and responsibilities for
each stakeholder group. The project manager should review the communications
management plan to understand the current communication expectations and agreements,
and to identify any gaps or conflicts between the sponsor’s request and the key team
members’ preferences. If the communications management plan needs to be updated to
accommodate the sponsor’s request, the project manager should submit a change request
and follow the change control process. Negotiating with the key team members to send a
daily report and letting the sponsor know that the project cost will increase (option A) may
be a possible solution, but it should be done after reviewing the communications management plan and submitting a change request if required. Recommending to the
sponsor that performance of the project be reviewed once per week (option B) may not
satisfy the sponsor’s needs and expectations, and may also contradict the communications
management plan. Evaluating the capacity of each team member to attend daily meetings
in person or virtually and reducing the time of each meeting (option D) may be a good
practice, but it should also be done after reviewing the communications management plan
and submitting a change request if required. References:
PMBOK Guide, 6th edition, page 377-378, section 10.1 Plan Communications
A project is delayed due to multiple problems discovered during the quality review. Everytime the team addresses one problem, additional problems are encountered. This isfrustrating for both the project team and the project sponsor, who are driven to meet thedates and results expected by the organization.What should the project manager do?
A. Request that the team identifies, documents, and registers the issues to locate thesource of the problems. B. Evaluate the cost and schedule variance in order to determine how much the project isoff track. C. Ask the team to commit to a new date to fix all the problems and proceed with a changerequest to adjust the baseline. D. Request that a senior subject matter expert (SME) be hired to analyze and solve theproblems.
Answer: A
Explanation: According to the PMBOK Guide, 6th edition, one of the key processes of the
Project Quality Management knowledge area is Manage Quality, which involves identifying and resolving quality problems. One of the tools and techniques for this process is problem
solving, which consists of defining the problem, identifying the root cause, generating and
selecting alternatives, and implementing solutions. By requesting that the team identifies,
documents, and registers the issues, the project manager is following a systematic
approach to problem solving, which will help to prevent recurrence of the same or similar
problems, and improve the quality of the project deliverables. References: PMBOK Guide,
6th edition, pages 286-287, 291.
Sample Question 133
A project is behind schedule and over budget, resulting in a problem for the nextdeliverable. The project manager informs the stakeholders, who are very concerned aboutthe project. What should the project manager do to alleviate the stakeholders' concerns?
A. Send communications for clarification so there is a full understanding about thesituation. B. Demonstrate the performance indexes and recommend corrective actions to thestakeholders C. Schedule a kick-off session to explain the problems of the project and gain approval andsupport D. Speak with the sponsor and explain the situation so that the sponsor can explain it to thestakeholders
Answer: C
Explanation: The project manager should schedule a kick-off session to explain the
problems of the project and gain approval and support from the stakeholders. This will help
to align the expectations, clarify the objectives, and address the concerns of the
stakeholders. A kick-off session is a tool and technique of the Develop Project Charter
process, which is the first process in the project integration management knowledge area.
Sending communications for clarification, demonstrating the performance indexes and
recommending corrective actions, or speaking with the sponsor and explaining the situation
are all possible actions that the project manager can take after the kick-off session, but
they are not the first action that the project manager should take to alleviate the
A company is involved in a mining project. There are some external stakeholders with noknowledge of the mining industry.How should the project manager communicate the organizational culture and project goalto these stakeholders?
A. Hire a company to advertise the project and company through a media outlet. B. Prepare a report outlining the organizational structure and project parameters. C. Take the stakeholders out informally and verbally brief them about the organization andproject. D. Ask a team member to directly address the information needs of the stakeholders.
Answer: B
Explanation:
According to the PMBOK Guide, the project manager should communicate the
organizational culture and project goal to the external stakeholders in a formal and written
manner. This will help the stakeholders understand the context, scope, objectives, and
deliverables of the project, as well as the roles and responsibilities of the project team and
other stakeholders. A report is an appropriate communication tool for this purpose, as it can
provide a comprehensive and structured overview of the project information. The other
options are either too informal, indirect, or ineffective for communicating the organizational
culture and project goal to the external stakeholders. References: PMBOK Guide, 6th
edition, page 376-377, section 10.1.2.1.
Sample Question 135
An agile project is starting and the assigned team is new to agile During the first dailymeetings, the project manager observes that the team is having problems meeting goalsWhat should the project manager do?
A. Plan an outdoor activity tor the team to get to know each other B. Ask the team to review agile protect management approaches. C. Ask the human resources department for an experienced agile team D. Conduct a meeting to help the team define the team charter
Answer: D
Explanation: The project manager should conduct a meeting to help the team define the
team charter, which is a document that describes the team’s purpose, vision, values,
norms, roles, and responsibilities. The team charter is a useful tool for establishing the
team’s identity, direction, and expectations, as well as fostering the team’s collaboration,
communication, and commitment. The project manager should facilitate the team’s
involvement and participation in creating the team charter, and ensure that the team
charter is aligned with the project’s objectives and scope. The project manager should also
review and update the team charter regularly, as the team evolves and adapts to the
changing project environment.
The other options are not the best actions for the project manager to take in this situation.
Planning an outdoor activity for the team to get to know each other may be a good idea for
building the team’s rapport and trust, but it is not sufficient to address the team’s problems
in meeting goals. The project manager should also focus on clarifying the team’s vision,
values, and expectations, and providing the team with guidance and support on the agile
project management approaches. Asking the team to review agile project management
approaches may be helpful for enhancing the team’s knowledge and skills, but it is not
enough to solve the team’s issues in meeting goals. The project manager should also
ensure that the team understands and agrees on the team’s purpose, roles, and
responsibilities, and that the team has the necessary tools and resources to perform the
work and deliver the product. Asking the human resources department for an experienced
agile team may not be feasible or desirable, as it may disrupt the existing team’s dynamics
and relationships, as well as increase the project’s cost and risk. The project manager
should not replace the team members without a valid reason, but rather help them to
develop and improve their agile competencies and capabilities. References:
As part of a temporary assignment, a project manager is leading a business project Duringa daily status meeting, it is discovered that the project manager's former department hasnot completed a task This is delaying the current iteration.What should the project manager do?
A. Create an entry in the impediment board and assign it. B. Invite the project team to a swarming session to define a solution C. Leverage the network of the former department and ask for help D. Escalate the issue to the product owner to define the next steps
Answer: A
Explanation: According to the PMBOK Guide, an impediment board is a visual tool that
tracks the impediments or blockers that prevent the team from completing their work1. The
project manager should create an entry in the impediment board and assign it to the person
or team responsible for resolving it. This will help the project manager monitor the progress
of the impediment resolution and communicate it to the stakeholders. The other options are
not the best actions for the project manager to do. Inviting the project team to a swarming
session to define a solution is a technique that can be used to address complex or urgent
problems, but it is not appropriate for an issue that is outside the project team’s control2.
Leveraging the network of the former department and asking for help is a possible way to
expedite the completion of the task, but it is not a formal or transparent way to manage the
impediment. Escalating the issue to the product owner to define the next steps is not the
project manager’s responsibility, as the product owner is mainly concerned with the product
vision and value, not the project execution3. References:
1: PMBOK Guide, 6th edition, page 570
2: PMBOK Guide, 6th edition, page 571
3: PMBOK Guide, 6th edition, page 49
Sample Question 137
A contractor delivering construction services to a company is using agile principlesto manage the project tasks. Engineers are producing frequent design changes due to newlegislation. There is a risk the contractor may lose money due to resources waiting ondesignchanges or performing rework.What should the project manager do to minimize the cost?
A. Put the project on hold until all definitions are ready in order to avoid rework. B. Review the backlog with the product owner and prioritize the tasks that are least likely tobe affected by a change in legislation. C. Capture the engineers' feedback at the daily meeting and communicate it to the productowner. D. Cancel the project release resources, then start again when all the definitions are ready.
Answer: B
Explanation: This answer is based on the agile principle of responding to change over
following a plan1. By reviewing the backlog and prioritizing the tasks, the project manager
can deliver value to the customer faster and reduce the risk of rework. The other options
are not aligned with agile principles, as they either delay the project, ignore the customer
feedback, or cancel the project altogether. References: 1: Agile Manifesto
Sample Question 138
During a project status update by the project management office (PMO), the CEO isconcerned that the status of all projects suddenly changed from green to red, withoutwarning. Upper management is used to reading traditional reports related to progress andcost, and they want to continue viewing this information.How should the PMO implement a better way to report the project's health?
A. Perform a root cause analysis (RCA) to find out why the status of projects isdeteriorating so fast. B. Explore reporting the earned value (EV) key performance indicators (KPls) using agileprogress as an input. C. Ask the project managers to report on their projects using a Kanban board format. D. Request the program managers to be more accurate when presenting status reports.
Answer: B
Explanation:
Earned value (EV) is a technique that measures the performance of a project by
comparing the actual work completed with the planned work. It can help the PMO to report
the project’s health in terms of schedule and cost variance, as well as the schedule and
cost performance index. EV can be applied to both predictive and adaptive (agile) projects,
as long as the project scope, schedule, and budget are defined and measurable. The PMO
can use agile progress, such as the number of features delivered, user stories completed,
or story points earned, as an input to calculate the EV KPls. This way, the PMO can
provide upper management with the traditional reports that they are used to, while also
reflecting the agile nature of the projects. References:
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition, Chapter 7, Section 7.4.2.1
Practice Standard for Earned Value Management – Second Edition, Chapter 3,
Section 3.2.3
Agile Practice Guide, Chapter 5, Section 5.4.2
Sample Question 139
During a project planning meeting, the customer is not sure how to build a brand newproduct and is worried about extra costs and work.The customer is asking the project manager for guidance.What should the project manager do?
A. Wait to start the project execution phase until all requirements and acceptance criteriaare clear. B. Ask the customer to include all of the requirements in the project charter to officially startthe project planning phase. C. Schedule a brainstorming session and select the top ten most important requirements. D. In the planning meeting, focus on releasing a minimum viable product (MVP) quickly andgetting feedback from the end users.
Answer: D
Explanation:
This answer is based on the concept of adaptive life cycle or agile project management,
which is one of the approaches to managing projects in the PMBOK Guide1. Adaptive life
cycle is suitable for projects that have high uncertainty, changing requirements, and
complex or innovative products1. The main characteristics of adaptive life cycle are:
Delivering products in iterations or increments, each with a fixed duration and
scope1.
Seeking frequent feedback from customers and stakeholders to validate the
product value and quality1.
Embracing changes and responding to them quickly and effectively1.
Empowering the project team to make decisions and collaborate with each other1.
A minimum viable product (MVP) is a version of the product that has enough features to
satisfy the initial needs of the customers and stakeholders, and to provide feedback for
future development2. By focusing on releasing an MVP quickly, the project manager can:
Reduce the risk of wasting time and resources on building a product that does not
meet the customer’s expectations or needs2.
Increase the customer’s satisfaction and engagement by involving them in the
product development process2.
Learn from the feedback and data collected from the MVP and use them to
improve the product in the next iteration2.
Adapt to the changing requirements and market conditions by delivering value
incrementally2.
Therefore, option D is the best answer, as it aligns with the adaptive life cycle approach
and the benefits of MVP. Option A is not a good answer, as it implies a predictive life
cycle or waterfall project management, which is more suitable for projects that have low
uncertainty, stable requirements, and well-defined products1. Waiting to start the project
execution phase until all requirements and acceptance criteria are clear can result in:
Missing the opportunity to deliver value early and often to the customers and
stakeholders1.
Increasing the risk of scope creep, change requests, and rework due to changing
customer needs or expectations1. Reducing the flexibility and responsiveness of the project team to adapt to
changes1.
Limiting the collaboration and communication between the project team and the
customers and stakeholders1.
Option B is also not a good answer, as it assumes that the customer knows all of the
requirements at the beginning of the project, which is unlikely for a brand new product.
Asking the customer to include all of the requirements in the project charter can lead to:
Creating a rigid and unrealistic scope that does not reflect the customer’s actual
needs or preferences3.
Overwhelming the customer and the project team with too many details and
specifications that may not be relevant or necessary3.
Ignoring the feedback and learning opportunities that can arise during the project
execution phase3.
Reducing the chances of innovation and creativity by restricting the product
features and functions3.
Option C is a better answer than option A and B, as it involves the customer in the
requirement elicitation process and prioritizes the most important requirements. However, it
is still not the best answer, as it does not address the customer’s concern about extra costs
and work. Scheduling a brainstorming session and selecting the top ten most important
requirements can still result in:
Spending too much time and resources on planning and analysis, instead of
delivering value and testing assumptions.
Failing to validate the requirements with the end users and other stakeholders,
who may have different needs or expectations.
Missing the opportunity to learn from the feedback and data collected from the
product delivery and use.
Delaying the adaptation and improvement of the product based on the changing
requirements and market conditions.
References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition, Chapter 1 and 4, Project Management Institute, 2017. 2: The Lean Startup: How
Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful
Businesses, Chapter 3 and 6, Eric Ries, 2011. 3: Software Requirements, Third Edition,
Chapter 2 and 3, Karl Wiegers and Joy Beatty, 2013. : Agile Project Management with
Scrum, Chapter 1 and 2, Ken Schwaber, 2004.
Sample Question 140
In an agile project, the project manager notices that one team member rarely reportsblockers during daily check-ins. Additionally, the team member is too shy to participate inteam activities and prefers to provide status updates individually to the project manager.How should the project manager rectify this situation?
A. Review team culture and the personality traits of the individual to address status updategaps. B. Create a safe space for status updates and encourage the team to approach the projectmanager. C. Review the team status updates more thoroughly to address the gaps. D. Support team inclusion and change the format of status updates to email.
Answer: A
Explanation: The project manager should review the team culture and the personality
traits of the individual to address status update gaps. This will help to understand the root
cause of the problem and find ways to improve the communication and collaboration within
the team. The project manager should also foster a trusting and respectful environment
where team members feel comfortable to share their challenges and feedback. Creating a
safe space for status updates, reviewing the team status updates more thoroughly, or
supporting team inclusion and changing the format of status updates are all possible
actions that the project manager can take after reviewing the team culture and the
personality traits of the individual, but they are not the first action that the project manager
should take to rectify this situation. References: Agile Practice Guide, page 27; PMBOK
Guide 7th Edition, page 95.
Sample Question 141
A product owner has provided the team with a prioritized backlog for the initiallaunch of a new product. After analysis, the team concludes that some work is missing tosupport the initial launch and provides this information to the product owner. The productowner acknowledges the missing work and adds it to the bottom of the backlog. The teamisnot happy with the prioritization that the missing work received.What should the project manager do in this situation?
A. Let the project team pull the recommended work from the bottom of the backlog tomaximize value creation. B. Analyze and reprioritize the backlog and provide the decision to the product ownerand team. C. Recommend the product owner prioritize the missing work higher because it isneeded for the minimum viable product (MVP). D. Empower the product owner by supporting the decision and instructing the team tofollow the prioritization as provided.anage
Answer: C
Explanation: The project manager should recommend the product owner prioritize the
missing work higher because it is needed for the initial launch of the new product. The
product owner is responsible for defining and prioritizing the product backlog, which is a list
of features and requirements that the customer wants to have in the product. The product
owner should ensure that the product backlog reflects the customer’s needs and
preferences, as well as the project’s scope and objectives. The project manager should
collaborate with the product owner and provide guidance and support on the product
backlog management. The project manager should also communicate with the agile team
and facilitate their involvement and feedback on the product backlog. The project manager
should advise the product owner to prioritize the missing work higher because it is essential for the minimum viable product (MVP), which is a version of the product that has enough
features and functionality to satisfy the customer’s needs and expectations. The MVP is the
main goal of the initial launch of the new product, as it allows the project team to deliver
value to the customer early and often, and to obtain feedback and validation for the
product. The project manager should explain to the product owner the importance and
benefits of delivering the MVP, and the risks and consequences of delaying or omitting the
missing work. The project manager should also help the product owner to balance the
competing demands and trade-offs of the product backlog, and to align the product backlog
with the project’s vision, goals, and strategy.
The other options are not the best actions for the project manager to take in this situation.
Letting the project team pull the recommended work from the bottom of the backlog to
maximize value creation may cause confusion and inconsistency in the product backlog, as
well as conflict and distrust between the product owner and the agile team. The product
owner is the sole authority for defining and prioritizing the product backlog, and the agile
team should respect and follow the product owner’s decisions. The project manager should
not undermine the product owner’s role or authority, but rather support and facilitate the
collaboration and communication between the product owner and the agile team. Analyzing
and reprioritizing the backlog and providing the decision to the product owner and team
may also undermine the product owner’s role and authority, as well as violate the agile
principles and values. The project manager should not impose their own decisions or
opinions on the product backlog, but rather advise and assist the product owner in making
informed and effective decisions. The project manager should also not act as a
intermediary or a gatekeeper between the product owner and the agile team, but rather
enable and encourage direct and frequent interaction and feedback among them.
Empowering the product owner by supporting the decision and instructing the team to
follow the prioritization as provided may ignore the agile team’s input and feedback, as well
as jeopardize the project’s success and quality. The project manager should not blindly
support the product owner’s decision or instruct the agile team to follow the prioritization as
provided, especially if the decision or the prioritization is not aligned with the project’s
scope and objectives, or the customer’s needs and expectations. The project manager
should challenge and question the product owner’s decision or prioritization if it is not
based on valid and relevant criteria or data, or if it does not deliver the maximum value to
the customer and the project. The project manager should also listen and consider the
agile team’s input and feedback, as they have the technical expertise and experience to
perform the work and to deliver the product. References:
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 12, Section 12.2, “Agile Project Management” 1
Sample Question 142
A project manager notices that the team lacks a subject matter expert (SME) in a specificarea. This expertise will be required for many future projects.What should the project manager do?
A. Seek help from the project sponsor to get an SME from another team in theorganization. B. Provide an opportunity to one of the existing team members to become an SME. C. Hire a contractor from outside of the organization to continue with the project. D. Ask team members to document the issue and address it in the next project meeting.
Answer: B
Explanation: This is the best option because it allows the project manager to address the
current and future needs of the project, while also developing the skills and knowledge of
the team. According to Project Management Best Practices for 2024 + Expert Tips, one of
the best practices is to “provide your team members with opportunities to learn new skills
and grow professionally”. This can increase their motivation, engagement, and productivity,
as well as reduce turnover and improve quality.
Option A is not the best option because it may create conflicts or dependencies with
another team, and it does not solve the long-term need for an SME in the specific area.
Option C is not the best option because it may incur additional costs and risks, and it does not foster the development of the team.
Option D is not the best option because it does not address the issue at all, and it may
delay the project progress and quality.
Sample Question 143
A major project is unable to access the US$12 million funding allocated for the project. Thisprevents the start of the procurement process and is already leading to costly delays.What should the project manager do?
A. Escalate to the project steering committee. B. Invite the finance department to the next project demo. C. Review the project requirements. D. Use the currently available resources.
Answer: A
Explanation:
According to the PMBOK Guide, the project steering committee is a group of senior
stakeholders who provide strategic direction, guidance, and support to the project. The
project steering committee is also responsible for resolving high-level issues and risks that
may affect the project. In this scenario, the project manager should escalate the issue of
funding access to the project steering committee, as they have the authority and influence
to resolve it. The project steering committee can help to expedite the funding process,
negotiate with the finance department, or find alternative sources of funding. This will help
to avoid further delays and ensure the project can proceed with the procurement
question 524. [Project Steering Committee: Roles and Responsibilities].
Sample Question 144
local company is developing a new product and. for the first time, using a remoteteam for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about theproject'soutcomes. The remote development team is complaining that they do not clearlyunderstand the requirements conveyed in the daily standup meetings.How should the project manager address this situation?
A. Evaluate and reassign the developing tasks to a local vendor who has worked onprevious projects. B. Document the risk in the risk management plan and use contingency reserves to hire alocal vendor. C. Review lessons learned from previous projects and organizational process assets(OPAs). D. Determine the communication needs, environment, and tools to get the messageacross.
Answer: D
Explanation: The project manager should determine the communication needs,
environment, and tools to get the message across to the remote development team. This is
part of the Plan Communications Management process, which involves identifying and
documenting the approach to communicate most effectively and efficiently with
stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has
worked on previous projects (A) is not a viable option since it would disrupt the project
schedule, budget, and scope. Documenting the risk in the risk management plan and using
contingency reserves to hire a local vendor (B) is also not appropriate since the
communication issue is not a risk but a problem that needs to be resolved. Reviewing
good practice, but it is not sufficient to address the current situation. References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 10, Section 10.1.3.1
Sample Question 145
A project manager brings in a new team member from an agile environment to work in apredictive environment The project manager expects to leverage the new team member'sagile experience with the existing team members.What should the project manager do to integrate the new team member effectively?
A. Train the new team member in the predictive project management approach. B. Acknowledge that hiring this new employee is a risk to the existing team C. Set expectations with the new team member and explain what is needed D. Meet with all team members and explain the new employee's position.
Answer: C
Explanation: The project manager should set clear expectations with the new team
member and explain the differences between the agile and predictive approaches, as well
as the benefits and challenges of working in a hybrid environment. The project manager
should also encourage the new team member to share their agile experience and best
practices with the existing team members, and foster a collaborative and learning culture
among the team. Training the new team member in the predictive approach (A) is not
enough, as it does not address the potential gaps and conflicts that may arise from working
in a hybrid environment. Acknowledging that hiring the new employee is a risk (B) is not
helpful, as it may create a negative impression and undermine the trust and respect among
the team members. Meeting with all team members and explaining the new employee’s
position (D) is also not sufficient, as it does not clarify the expectations and roles of the new
team member, nor does it leverage their agile experience. References: PMBOK Guide, 7th
edition, page 91; Agile Practice Guide, page 14.
Sample Question 146
In a project management team meeting, one of the team members always argues with theproject manager about the objective, timeline, and deliverable of any assigned task.What should the project manager do to manage this conflict?
A. Schedule a meeting with the team member and their manager to discuss the issue. B. Talk to the project sponsor about the team member's attitude. C. Schedule a one-on-one meeting with the team member to talk about it and get theircooperation. D. Find another person to replace this team member.
Answer: C
Explanation: The project manager should schedule a one-on-one meeting with the team
member to talk about the issue and get their cooperation. This is an example of the
problem-solving technique, which involves confronting the issue directly and cooperatively
to find a mutually acceptable solution1. This technique is usually the most effective way to
manage conflict in a project team2. Scheduling a meeting with the team member and their
manager to discuss the issue (A) is not a good option since it may create a sense of
distrust and resentment in the team member. Talking to the project sponsor about the team
member’s attitude (B) is also not advisable since it may escalate the conflict and damage
the relationship between the project manager and the team member. Finding another
person to replace this team member (D) is not a viable option since it would disrupt the
project schedule, budget, and scope. References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 9, Section 9.5.2.2
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 9, Section 9.5.2.3
Sample Question 147
During the initiating phase of a project, a key stakeholder requests frequent changes to theproject scope What should the project manager do to improve the stakeholder'sengagement?
A. Discuss the work breakdown structure (WBS) with the key stakeholder and refine therequirements B. Update the project backlog and discuss it with the key stakeholder C. Update the project charter and discuss it with the key stakeholder. D. Discuss the project scope statement with the key stakeholder and build prototypes
Answer: D
Explanation:
According to the PMBOK Guide, one of the tools and techniques for collecting
requirements is prototypes1. This involves developing a preliminary version or model of the
product, service, or result that is expected from the project, and using it to elicit feedback
from the stakeholders. By discussing the project scope statement with the key stakeholder
and building prototypes, the project manager can improve the stakeholder’s engagement,
as well as clarify and validate the requirements, reduce changes, and enhance
satisfaction1. The other options are not appropriate, as they do not address the issue of the
stakeholder’s frequent requests for changes to the project scope. Discussing the WBS,
updating the project backlog, or updating the project charter are all possible actions that
could be taken after collecting the requirements, depending on the project methodology
and life cycle. References:
1: PMBOK Guide, 6th edition, page 149
Sample Question 148
On a project to create the perfect paper airplane, the development of the airplane Isperformed In iterations. The artwork to go on the wings and tail is done using a predictiveapproach. One of the stakeholders provides a requirement that conflicts with the productowner's requirements.Who is responsible for analyzing the new requirement and making the final decision?
A. Project manager B. Scrum master C. Project sponsor D. Product owner
Answer: D
Explanation: According to the Agile Practice Guide, the product owner is the person who
is responsible for defining and prioritizing the product backlog, and ensuring that the
product meets the customer’s needs and expectations (Section 3.2.2). The product owner
is also the key stakeholder who has the authority to accept or reject the work results, and to
make the final decisions regarding the scope and requirements of the product (Section
3.2.3). Therefore, if there is a requirement that conflicts with the product owner’s
requirements, the product owner is the one who should analyze the new requirement and
make the final decision, in collaboration with the other stakeholders and the project team.
This is also consistent with the PMBOK® Guide, which states that “the project manager
should work with the product owner to ensure that the project delivers the agreed-upon
features and functionality” (Section 5.1.2.2). References: Agile Practice Guide, Section 3.2.2, Section 3.2.3
PMBOK® Guide, 6th Edition, Section 5.1.2.2
Sample Question 149
A project manager is assigned to a strategic communication project that involvessubject matter experts (SMEs), interns, and new recruits. The project manager discoversthat the project is not gaining much traction due to knowledge gaps from the interns. Thebudget for training is exhausted and the project needs to be delivered without delay.Which two actions should the project manager take? (Choose two)
A. Identify the sources and specifics of the knowledge gap from the interns and newrecruits. B. Hire more SMEs and inform the human resources manager to lay off thenonperforming interns and new recruits. C. Initiate a project change request for additional budget to train the interns and newrecruits. D. Ignore the issues with the project and try to deliver the project successfully withoutasking for training funds. E. Put the interns and new recruits into groups and assign a SME as a mentor.
Answer: A,E
Explanation: According to the PMBOK® Guide, the project manager is responsible for
managing the project resources, including human resources, and ensuring that they have
the necessary skills and competencies to perform the project work. Therefore, the project
manager should identify the sources and specifics of the knowledge gap from the interns
and new recruits, and put them into groups and assign a SME as a mentor. These actions
will help the project manager to address the root cause of the problem, provide effective learning and coaching opportunities for the interns and new recruits, and leverage the
expertise and experience of the SMEs. Hiring more SMEs and informing the human
resources manager to lay off the nonperforming interns and new recruits may not be
feasible or ethical. The project manager should try to resolve the issue within the existing
project team, rather than replacing or firing the team members. Initiating a project change
request for additional budget to train the interns and new recruits may not be possible or
timely. The project manager should try to use the available resources and budget, rather
than requesting more funds. Ignoring the issues with the project and trying to deliver the
project successfully without asking for training funds may not be realistic or responsible.
The project manager should not overlook the knowledge gap that may affect the project
quality, scope, or schedule, but rather seek to close the gap and improve the team
Team) and Section 9.3 (Manage Team)QUESTION NO: 449
Sample Question 150
A project leader of an agile team realizes that one team member is unmotivated, which isaffecting the whole team. What should the project leader do to improve the situation?
A. Invest in developing the team's emotional intelligence. B. Ask the unmotivated team member to take a short leave. C. Reduce the number of daily and retrospective meetings. D. Send the unmotivated team member to another team.
Answer: A
Explanation: According to the PMI Guide to Business Analysis, emotional intelligence is
the ability to perceive, understand, and manage one’s own and others’ emotions. It is an
essential skill for agile teams, as it helps to foster collaboration, trust, communication, and
feedback. A project leader who invests in developing the team’s emotional intelligence can
help to motivate the team members, resolve conflicts, and improve performance. Asking
the unmotivated team member to take a short leave, reducing the number of meetings, or
sending the team member to another team are not effective solutions, as they do not
address the root cause of the problem or help the team member to improve their motivation
and engagement. References:
PMI Guide to Business Analysis, pages 38-39, 2.4.3 Emotional Intelligence
PMI-PBA Sample Questions, question 10, answer A
Sample Question 151
The project sponsor requested technical specifications for a project-related component.The project sponsor does not have the authorization to see the specifications, but insists onseeing them.What should the project manager do first in this situation?
A. Meet with the project sponsor as soon as possible to discuss the matter further B. Update the issue log to make the project team aware and to develop a strategy C. Create a stakeholder engagement plan to help the team formulate a response D. Provide the specifications to the project sponsor with some information removed
Answer: A
Explanation: According to the PMBOK Guide, the project manager is responsible for
managing the project information and ensuring that it is appropriately distributed, stored,
and protected. The project manager should also adhere to the policies and procedures
regarding the confidentiality and security of the project information. If the project sponsor
requests technical specifications for a project-related component that he or she does not
have the authorization to see, the project manager should first meet with the project
sponsor as soon as possible to discuss the matter further and understand the reason
behind the request. The project manager should also explain the implications of disclosing
the specifications without proper authorization and try to resolve the issue amicably.
Updating the issue log, creating a stakeholder engagement plan, or providing the
specifications with some information removed are possible actions that the project manager
can take after meeting with the project sponsor, depending on the outcome of the
discussion. However, they are not the first actions that the project manager should take in
this situation. References: PMBOK Guide, 6th edition, pages 376-377, 395-396.
Sample Question 152
A new team member is hired and the training is taking longer than expected. This impactsthe overall project performance.What immediate action should the project manager take to improve the situation?
A. Communicate this issue to the human resources department. B. Provide additional training to the new hire. C. Increase team cohesiveness by sharing information and experiences openly. D. Update the issue log and define the mitigation strategy.
Answer: D
Explanation: According to the PMBOK Guide, an issue log is a project document that
records and tracks any issues that arise during the project and how they are resolved. It is
part of the project communications management knowledge area and the monitor
communications process. A project manager should update the issue log whenever a new
issue is identified, analyzed, or resolved. Updating the issue log and defining the mitigation
strategy is the immediate action that the project manager should take to improve the
situation of a new team member impacting the project performance. This will help to
document the issue, communicate it to the relevant stakeholders, and plan how to address
it effectively. Communicating the issue to the human resources department (A) may be a
subsequent action, but not the immediate one. Providing additional training to the new hire
(B) may be a possible mitigation strategy, but not an action to take before updating the
A project manager is managing the scope of the project and creating a work breakdownstructure (WBS) with the team members. How should the project manager organize theWBS?
A. Cost oriented B. Deliverable oriented C. Customer oriented D. Team oriented
Answer: B
Sample Question 154
In a construction project for a new building, the project manager decides to apply agileprinciples for the building foundation phase While evaluating the project schedule with theteam, the project manager believes that the estimates are inaccurate. How should theproject manager address this issue?
A. Create a product backlog B. Perform sprint reviews with the team C. Assess the previous project velocity D. Reduce the story size by splitting stories
Answer: D
Explanation: According to the Agile Practice Guide, one of the agile principles is to deliver
working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale1. To achieve this, the project manager should break
down the work into small and manageable pieces, called stories, that can be completed
within a short iteration, called a sprint. This will help to improve the accuracy of the
estimates, the quality of the deliverables, and the feedback from the customer. Therefore,
the project manager should reduce the story size by splitting stories that are too large or
complex into smaller and simpler ones. Creating a product backlog may be a good
practice, but it is not the best answer. The product backlog is a list of features or
requirements that the customer wants in the final product. It does not address the issue of
inaccurate estimates or large stories. Performing sprint reviews with the team may be a
useful activity, but it is not a preventive measure. The sprint review is a meeting at the end of each sprint where the team demonstrates the completed stories to the customer and
collects their feedback. It does not address the issue of inaccurate estimates or large
stories before the sprint starts. Assessing the previous project velocity may be helpful, but it
is not sufficient to address the issue. The project velocity is a measure of how much work
the team can complete in a sprint. It can be used to plan and monitor the project progress,
but it does not address the issue of inaccurate estimates or large stories for the current
Section 3.2.4 (Sprint Review), and Section 3.2.5 (Velocity)
Sample Question 155
The project manager has initiated the project and the team's roles and responsibilities havebeen assigned. In preparation for the development of the project management plan, theproject manager reviews lessons learned from previous projects and discovers that thesame team has been missing delivery dates.What should the project manager do to ensure timely delivery?
A. Ask the team leader to assign other resources. B. Update the issue log. C. Include this in the risk register. D. Escalate the issue to the functional manager.
Answer: C
Explanation: According to the PMBOK® Guide, the project manager is responsible for identifying, analyzing, and responding to project risks, and documenting them in the risk
register (Section 11.1). If the project manager discovers that the same team has been
missing delivery dates in previous projects, this indicates that there is a potential risk that
may affect the project schedule and performance. The project manager should include this
in the risk register, and assign a probability and impact rating, a risk owner, and a risk
response strategy. This will help the project manager to monitor and control the risk, and to
take appropriate actions if the risk occurs. This is also consistent with the Professional in
Business Analysis (PMI-PBA)® Examination Content Outline, which states that one of the
tasks of a business analyst is to “identify and analyze risks and opportunities related to the
business need, requirements, and recommended solutions” (Task 3.5). References:
PMBOK® Guide, 6th Edition, Section 11.1
Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Task
3.5
Sample Question 156
Two team members were recently released from a project because the customer reducedthe budget. However, the agile team is still receiving the same, if not more, workrequirements as before.How should the agile project leader resolve this situation?
A. Update the restriction log with the new team capacity. B. Explain the new project requirements to the team. C. Update the project budget with the released team members. D. Explain the new team velocity to the customer.
Answer: D
Explanation: The agile project leader should explain the new team velocity to the
customer and negotiate the scope and schedule of the project accordingly. Team velocity is
a measure of the amount of work a team can handle during a single iteration1. It is affected
by factors such as team size, skills, experience, and availability2. Since the team has lost
two members, the team velocity will likely decrease, which means the team will not be able
to deliver the same amount of work as before. The agile project leader should
communicate this change to the customer and collaborate with them to prioritize the most
valuable features and adjust the release plan3. Updating the restriction log with the new
team capacity (A) is not a sufficient action since it does not address the impact on the
project scope and schedule. Explaining the new project requirements to the team (B) is
also not a good option since it may overload the team and compromise the quality and
relevant since the budget has already been reduced by the customer. References:
1: Agile Practice Guide, Glossary, page 91
2: Agile Practice Guide, Chapter 2, Section 2.4.2.2
3: Agile Practice Guide, Chapter 2, Section 2.4.2.3
Sample Question 157
In a weak matrix environment, two key team members are falling behind with their tasks,which will affect the success of the project.Further investigation by the project manager reveals that they have unresolved issues witheach other. The project manager asks them to find a way to resolve the issues, but this isunsuccessful. The project manager then holds a meeting with them to work outapermanent solution to the issues, but this is also unsuccessful. What should the project manager do next?
A. Escalate the issue to a higher authority. B. Suspend the two key team members immediately. C. Put the issue on the agenda for the next team meeting. D. Reassign one of the key team members to a different task.
Answer: A
Explanation:
According to the PMBOK Guide, 6th edition, section 9.4.2.3, the project manager
should use conflict management techniques to resolve conflicts among team
members and stakeholders.3
Some of the conflict management techniques are: problem solving, compromising,
smoothing, forcing, and withdrawing.3
In this scenario, the project manager has tried problem solving (holding a meeting
to work out a permanent solution) and compromising (asking them to find a way to
resolve the issues), but these techniques were unsuccessful.4
The project manager should not use smoothing (emphasizing areas of agreement
and avoiding areas of disagreement), forcing (imposing a solution), or withdrawing
(avoiding or postponing the conflict), as these techniques may not address the root
cause of the conflict or may worsen the situation.4
Therefore, the project manager should escalate the issue to a higher authority,
such as the functional manager, the sponsor, or the steering committee, who have
more power and influence in a weak matrix environment.4
Escalating the issue to a higher authority may help to resolve the conflict, protect
the project objectives, and maintain the team performance and morale.4
The references for this answer are:
1: PMP Exam Questions | 100% Free PMP Example Questions 2: PMP Practice Exam 1 |
An agile team is working on a product deliverable in an organization that is transformingitself to quickly respond to change. The finance team is requesting a project budget for the new product.What should the team do to address this request?
A. Work with the finance team to transition to incremental budgeting. B. Request the finance team to allocate a budget based on historical data. C. Provide the budget to the finance team for only the planned increments. D. Extrapolate the budget based on the current cost performance index (CPI).
Answer: A
Explanation:
According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8,
page 179, incremental budgeting is a technique that allows agile teams to estimate and
allocate funds for each iteration or release of a product. This technique enables the teams
to respond to changing requirements and priorities, and to deliver value to the customer
faster. Incremental budgeting also reduces the risk of over- or under-budgeting, as the
teams can adjust their estimates based on the actual costs and benefits of each increment.
The other options are not suitable for agile teams, as they do not support the agile
principles of flexibility, collaboration, and customer satisfaction. Requesting the finance
team to allocate a budget based on historical data may not reflect the current or future
needs of the product. Providing the budget to the finance team for only the planned
increments may not account for the changes that may occur during the product
development. Extrapolating the budget based on the current cost performance index (CPI)
may not be accurate or reliable, as the CPI may vary depending on the scope, schedule,
and quality of each increment. References:
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179
PMBOK Guide, 7th edition, section 8.1.3, page 269
Sample Question 159
Two key team members suggest different options to prevent time overruns and delays.There is a conflict between these two team members because of their divergent views.What should the project manager do next?
A. Schedule a meeting between the team members to find a solution. B. Refer the team members to the project charter to resolve the conflict. C. Issue a new change request to evaluate this situation and communicate the result. D. Document the facts explained by the team members in the issue log.
Answer: A
Explanation:
According to the PMBOK Guide, the project manager should use appropriate conflict
resolution techniques to manage conflicts among project stakeholders. One of the
techniques is collaborating/problem-solving, which involves finding a mutually beneficial
solution that satisfies all parties. This technique requires a high level of trust and
cooperation, and may involve a face-to-face meeting to discuss the issues and options.
The other options are either too passive, too formal, or too premature for resolving the
During an ongoing project a key resource asks the project manager about the projectpurpose and if it is aligned with the organization's strategy What should the projectmanager share with the key resource?
A. The updated benefits management plan B. The updated scope management plan C. The updated project management plan D. The updated communications management plan
Answer: C
Explanation: The project manager should share the updated project management plan
with the key resource, as it contains the information about the project purpose and
alignment with the organization’s strategy. The project management plan is the primary
source of guidance for the project team and stakeholders, and it integrates all the
subsidiary plans and baselines, such as the benefits management plan, the scope
management plan, and the communications management plan. By sharing the updated
project management plan, the project manager can ensure that the key resource
understands the project objectives, scope, benefits, risks, assumptions, and constraints, as
well as the communication channels and methods for the project. References: (Professional in Business Analysis Reference Materials source and documents)
A company wants to increase the commercial value of one of its products in a highlycompetitive market In order to do this, the company commissions a project to create aprototype The team constructs the prototype incrementally Which action should the projectmanager take as a priority?
A. Emphasize the use of Kanban methodology. B. Ensure the project sponsor is aware of the go-to market date C. Deliver business value as soon as possible D. Implement a plan-do-check-act (PDCA) cycle
Answer: C
Explanation:
The project manager should take the action of delivering business value as soon as
possible as a priority. This is because the project is aimed at increasing the commercial
value of the product in a highly competitive market, which means that the project needs to
deliver a viable solution that meets the customer needs and expectations quickly and
effectively. By delivering business value as soon as possible, the project manager can also
obtain early feedback, validate the assumptions and requirements, and make adjustmen as needed. This will help to improve the quality, performance, and satisfaction of the
product, and to reduce the risk of waste, rework, and delays. The other options are not as
important or relevant as delivering business value as soon as possible. Emphasizing the
use of Kanban methodology may be helpful, but it is not a priority action, as it is a tool or
technique, not a goal or outcome. Kanban is a visual system that helps to manage the flow
of work and limit the work in progress, but it does not guarantee the delivery of business
value. Ensuring the project sponsor is aware of the go-to market date is a good practice,
but it is not a priority action, as it is a communication or reporting activity, not a delivery or
execution activity. The go-to market date may also change depending on the feedback and
changes in the market. Implementing a plan-do-check-act (PDCA) cycle is a useful
approach, but it is not a priority action, as it is a process or framework, not a result or
benefit. The PDCA cycle is a method for continuous improvement that involves planning,
doing, checking, and acting on the results, but it does not specify what business value to
deliver or how to deliver it. References: PMBOK Guide, 6th edition, Chapter 1.2.6, 4.1.3,
5.1.3, Agile Practice Guide, 1st edition, Chapter 2.2.1, 2.3.1
Sample Question 162
In an industrial plant, the owner has decided to add more capacity to the plant by installinga new machine and updating the software used in production. This capacity enlargementwill occur while the plant is still functioning and producing The software update will beaccomplished using an agile approach in order to minimize risk The machine procurement,installation, and integration will be accomplished using predictive approachesWhat types of communications will the project manager have to design into the schedulemanagement plan to ensure the project will be on schedule'’
A. Weekly colocated meetings with the relevant stakeholders B. Biweekly conference calls with the relevant stakeholders C. Weekly one-on-one meetings with each of the relevant stakeholders D. Biweekly written status reports from the relevant stakeholders
Answer: A
Explanation: According to the PMBOK Guide, the project manager should design the
communication management plan based on the project’s needs, stakeholder’s
expectations, and the project life cycle. In a hybrid environment, where some aspects of the
project are agile and some are predictive, the project manager should use a combination of
formal and informal, synchronous and asynchronous, and written and verbal
communication methods. Weekly colocated meetings with the relevant stakeholders can
provide the most effective and efficient way of communicating the project’s progress,
issues, risks, and changes. It can also facilitate collaboration, feedback, and alignment
among the stakeholders. Biweekly conference calls, weekly one-on-one meetings, and
biweekly written status reports may not be sufficient or timely enough to ensure the project
will be on schedule. References: PMBOK Guide, 6th edition, page 377-378, section
10.1.3.1 Communication Management Plan.
Sample Question 163
A project manager is assigned to a new marketing campaign The sponsor gives the projectmanager an approved project management plan for review and explains the scope,business requirements, deliverables and stakeholders The project manager asks to see theproject charter to gain a better understanding of the project. The sponsor says the project issmall and simple so there is no need for a project charter.What should the project manager do?
A. Speak with peers about the need for a project charter B. Develop the project charter and send it for approval C. Explain that a project charter is necessary to ensure agreement on scope anddeliverables and to define the project manager's responsibilities D. Agree that the project does not require a project charter, especially since thedeliverables and milestones are included in the project management plan
Answer: C
Explanation: A project charter is a project planning document that sells the project to
stakeholders and sponsors. It provides a preliminary delineation of roles and
responsibilities, outlines the project’s key goals, identifies the main stakeholders, and
defines the authority of the project manager. A project charter is essential for any project,
regardless of its size or complexity, as it serves the following purposes:
It authorizes the project and grants the project manager the permission to use
organizational resources
It serves as a primary sales document that summarizes the project’s value
proposition and return on investment
It acts as a roadmap that guides the project team and stakeholders throughout the
project lifecycle
It helps to manage the project scope and avoid scope creep by establishing the
project boundaries and deliverables
It facilitates communication and alignment among the project team, sponsors, and
stakeholders by clarifying the project objectives, assumptions, risks, and
constraints Therefore, the project manager should explain to the sponsor that a
project charter is necessary to ensure agreement on scope and deliverables and
to define the project manager’s responsibilities. Without a project charter, the
project may face the following risks:
Lack of clarity and direction for the project team and stakeholders
Misalignment of expectations and goals among the project team, sponsors, and stakeholders
Scope creep and change requests that may impact the project schedule, budget,
and quality
Conflicts and disputes over roles, responsibilities, and authority
Reduced stakeholder engagement and support References:
What is a Project Charter? Complete Guide & Examples
How to Write a Project Charter: Examples & Template Included
Project charter - Wikipedia
Sample Question 164
A key project stakeholder showed interest in the beginning of a complex agile project buthas become less involved as the sprint has progressed due to additional responsibilities Afew sprints later, the key stakeholder rejected a feature deliverable The team is reworkingthe rejected deliverable for the next sprintWhat should the project manager have done to avoid this situation?
A. Involved the key stakeholders in the decision-making process B. Customized stakeholder communications based on the stakeholders’ needs C. Analyzed the changes in stakeholder attributes D. Documented the project vision and objectives
Answer: B
Explanation: According to the Professional in Business Analysis (PMI-PBA)® Guide,
stakeholder communication is the process of planning, managing, and monitoring the
exchange of information among project stakeholders. Stakeholder communication should
be customized based on the stakeholders’ needs, preferences, expectations, and level of
involvement. In this scenario, the project manager should have customized stakeholder
communications based on the key stakeholder’s needs. This would have helped the project
manager to keep the key stakeholder informed, engaged, and satisfied throughout the
project, and to address any issues, concerns, or feedback that the key stakeholder may
have. This would have also helped to avoid the situation where the key stakeholder
rejected a feature deliverable due to lack of involvement or awareness. Involved the key
stakeholders in the decision-making process, analyzed the changes in stakeholder
attributes, or documented the project vision and objectives are actions that should be taken
as part of the stakeholder communication plan, not as a substitute for it. These actions do
not address the root cause of the situation, which is the inadequate stakeholder
communication. References: (Professional in Business Analysis Reference Materials
source and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 2, Section 2.4.1.1
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 10, Section 10.2.2.1
The Standard for Project Management – Seventh Edition, Chapter 3, Section
3.2.2.1
Sample Question 165
The steering committee has asked a project manager experienced in agile to provide anindication of the time remaining on a medium-sized project What tools can be used toprovide this information?
A. A release burndown chart B. Analysis of the business requirements document C. Story points for the remaining user stories D. Surrogate measurements
Answer: A
Explanation: A release burndown chart is a tool that shows the amount of work remaining
in a project over time, based on the estimated effort and the actual progress of the team. It
can help the project manager and the steering committee to monitor the project
performance, identify any deviations from the plan, and adjust the scope, schedule, or
resources accordingly. A release burndown chart can also provide an indication of the time
remaining on a medium-sized project by comparing the ideal and the actual burndown
lines, and projecting the completion date based on the current velocity and the remaining
work. A release burndown chart is especially useful for agile projects that work in short
iterations, as it can reflect the changes in the backlog and the scope due to feedback,
reprioritization, or new requirements. References:
What is a Burndown Chart? by Agile Alliance Burndown Chart: What it is, How to Use it, Example by Asana
Burnup Chart - Sprint & Release Tracking by Tech Agilist
Sample Question 166
A project manager has just finished initiating a project. While planning the project managernotes that several essential team members do not have the required skills for key taskslater in the project.What should the project manager do first?
A. Develop the resource management plan and ensure adequate training B. Replace the current project team members C. Outsource the task to be completed by a specialized vendor. D. Update the issue log to account for the lack of team member qualifications
Answer: A
Explanation: Developing the resource management plan is the first process in the
resource management knowledge area. The resource management plan describes how the
project resources, including human resources, will be acquired, allocated, developed,
managed, and released. One of the components of the resource management plan is the
training plan, which identifies the training needs, objectives, methods, and evaluation
criteria for the project team members. By developing the resource management plan and
ensuring adequate training, the project manager can address the skill gaps of the team
members and prepare them for the key tasks later in the project. This will also enhance the
team performance, motivation, and satisfaction. References: (Professional in Business
Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.1, pp. 308-313
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline,
Domain II: Planning, Task 2, p. 9
Business Analysis for Practitioners: A Practice Guide, Section 3.4.1, p. 66
Sample Question 167
A software project using an agile approach is facing quality issues with every release, generating many production problems. What should the project manager do to fix theproblem and improve the quality?
A. Seek extra funding approval with the sponsor to replace junior team members for moreexperienced ones B. Create a reward system granting incentives to the team members who are able to catchmore defects C. Hire an external company to add an additional layer of testing, making sure that the finalproduct is well inspected before releasing. D. Use the retrospective meeting to better understand the root cause of the qualityproblems and put together a plan with the team to address the problems
Answer: D
Explanation: The retrospective meeting is a key practice in agile methodology that allows the team to
inspect and adapt their processes and performance after each iteration. The retrospective
meeting helps the team to identify what went well, what went wrong, and what can be
improved in the next iteration. By using the retrospective meeting, the project manager can
facilitate a collaborative and constructive discussion with the team to find out the root cause
of the quality issues and devise a plan to fix them. The plan may include actions such as
implementing better engineering practices, enhancing communication and collaboration,
increasing testing coverage, or applying feedback from customers and stakeholders. The
retrospective meeting also helps the team to learn from their mistakes, celebrate their
successes, and foster a culture of continuous improvement123. References: = PMBOK®
Guide, Sixth Edition, pages 28-29, 50-51; Agile Practice Guide, pages 33-34, 62-63; How
to Run an Agile Retrospective Meeting with Examples.
Sample Question 168
A key project stakeholder who was a big supporter and motivator for the project team isleaving the organization The project team is experiencing low morale and poor teamworkWhat should the project manager do to improve morale?
A. Identify the wants and aspirations of the team B. Build team connections and emotional bonds C. Forge consensus through team participation. D. Set goals and push the team to achieve the goals
Answer: B
Explanation: According to the PMI Guide to Business Analysis, one of the key
competencies of a business analyst is to facilitate collaboration and teamwork among
stakeholders. This includes building trust, rapport, and respect among team members, as
well as fostering a positive and supportive work environment. The guide also states that
“team morale is influenced by the business analyst’s ability to communicate effectively,
manage conflict, and motivate others” (p. 41).
One of the ways to build team connections and emotional bonds is to use emotional
intelligence, which is defined as “the ability to perceive, understand, and manage one’s
own emotions and the emotions of others” (p. 42). Emotional intelligence can help the
business analyst to:
Recognize and acknowledge the feelings and perspectives of team members,
especially when they are affected by a change or a loss
Express appreciation and gratitude for the contributions and achievements of team
members
Provide constructive feedback and coaching to help team members improve their performance and skills
Encourage team members to share their ideas, opinions, and concerns, and listen
actively and empathetically
Resolve conflicts and disagreements in a respectful and collaborative manner
Celebrate successes and milestones, and recognize the efforts and challenges of
the team
By building team connections and emotional bonds, the business analyst can help to
improve team morale and teamwork, as well as increase team engagement, commitment,
and productivity.
References:
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project
Management Institute.
Keep Your Team Motivated When a Project Goes Off the Rails. (2023). Harvard
Business Review.
How Team Morale Affects Employee Performance [2023]. (2022). Asana.
Sample Question 169
Five agile teams working together on a product recently performed release planningMidway through the project, each team showed that their progress was on track When allof the teams integrated at the product level, many integration issues were observed Theoverall product release progress declined with predictions showing the committed contentwill not be able to be accomplishedWhat should the project manager have done differently?
A. Formed a separate quality assurance team to test all items coming from each team atthe end of each sprint B. Performed a Scrum of Scrums on a regular basis to help the teams removeimpediments C. Ensured frequent and continuous integration of work to obtain early feedback andcontinuous learning D. Arranged an online session on the integration concept and suggested tools to the teams
Answer: C
Explanation: In an agile environment, integration is not a separate phase that happens at
the end of the project, but rather a continuous activity that happens throughout the project.
Integration involves combining the work of different teams or individuals into a coherent
whole that meets the customer needs and expectations. Frequent and continuous
integration of work allows the project team to obtain early feedback, identify and resolve
issues, and learn from the results. This helps to improve the quality, performance, and
value of the product, and to reduce the risk of rework, delays, and defects. Therefore, the
project manager should have ensured frequent and continuous integration of work to avoid
the integration issues and the decline in the product release progress. The other options
are not as effective or appropriate as frequent and continuous integration. Forming a
separate quality assurance team to test all items at the end of each sprint would create
silos, delays, and dependencies, and would not foster collaboration and ownership among
the teams. Performing a Scrum of Scrums on a regular basis to help the teams remove
impediments would be a good practice, but it would not address the integration issue directly, and it would depend on the frequency and quality of the communication and
coordination among the teams. Arranging an online session on the integration concept and
suggesting tools to the teams would be helpful, but it would not ensure that the teams
actually integrate their work frequently and continuously, and it would not provide feedback
and learning opportunities. References: Agile Practice Guide, 1st edition, Chapter 3.4.2,
A senior business stakeholder with many years of experience is pressuring an agile teamto deliver most of the promised functionality to the customer 18 months in the future asopposed to multiple, incremental deliveries over the course of the 18 months What shouldthe project lead do next?
A. Schedule meetings with the customer to determine their ability to support multipleincremental deliveries B. Work with the agile team to schedule the incremental deliveries to enable deliveryof business value sooner to the customer. C. Work with the stakeholder to understand what the concerns are while at the same timeconveying the benefits of incremental deliveries D. Provide details of the concern to the agile team and adjust their goals and release plansto conform to the stakeholder's request.
Answer: C
Explanation:
According to the PMBOK Guide, the project lead should manage stakeholder expectations
and engagement throughout the project life cycle. The project lead should also support the
agile team’s decisions and authority regarding the product scope and releases. The agile
team is responsible for delivering valuable and functional products to the customer in short
iterations. Therefore, the project lead should work with the stakeholder to understand what the concerns are while at the same time conveying the benefits of incremental deliveries.
The project lead should also communicate the value proposition and the vision of the
product to the stakeholder and seek their feedback and collaboration. References: PMBOK
Guide, 6th edition, pages 18, 37, 51-52, 286-287.
Sample Question 171
A project has a very tight delivery schedule The project is approaching the delivery dateand the project sponsor often sends the project manager alerts to avoid any scheduleslippage The project team has performed at an acceptable level until now but the projectmanager wants to ensure the team's performance level is maintained until the endWhat action should the project manager take to motivate the project team’s performance?
A. Send a formal notice to team members instructing them to maintain performance B. Hire a few temporary team members to help with the additional work C. Award certificates of appreciation to encourage the team D. Inform the team about the delivery pressure from the project sponsor
Answer: C
Explanation: Awarding certificates of appreciation to encourage the team is an action that the project
manager can take to motivate the team’s performance, because it shows that the project
manager recognizes and values the team’s efforts and achievements. Certificates of
appreciation are a form of positive reinforcement, which is a technique that uses rewards or
recognition to increase the likelihood of a desired behavior. Positive reinforcement can
motivate and inspire the team to continue working hard and delivering quality results, as
well as to increase their satisfaction and loyalty. The other options are not actions that the
project manager can take to motivate the team’s performance, because they may not
address the team’s needs or expectations, or they may have negative consequences.
Sending a formal notice to team members instructing them to maintain performance may
not be effective, because it may imply a lack of trust, respect, or autonomy for the team.
Hiring a few temporary team members to help with the additional work may not be
beneficial, because it may create confusion, conflict, or resentment among the team
members, as well as increase the complexity and risk of the project. Informing the team
about the delivery pressure from the project sponsor may not be helpful, because it may
increase the stress and anxiety of the team, and it may not provide any guidance or
support for the team to cope with the pressure. References: Positive Reinforcement | PMI -
Project Management Institute, The Mindful Project Manager’s Guide To Team Motivation:
11 … - Planio
Sample Question 172
A team has been working on a project for several months,, but the completion date isunclear because the scope is changing frequently as new knowledge is gained. Somedeliverables have already been completed, but when new stakeholders join the team, theycomplain that project outcomes are not meeting business goals.How can the project manager prevent this situation from happening in the future?
A. Create a prioritized backlog and define iteration review sessions with stakeholders B. Create a detailed work breakdown structure (WBS) and milestone schedule approved byall stakeholders C. Schedule a daily meeting to review team performance and impediments D. Schedule a kick-off meeting for every project phase to share the project managementplan with all stakeholders
Answer: A
Explanation: According to the Agile Practice Guide, a prioritized backlog is a list of
features, functions, requirements, enhancements, and fixes that are prioritized according to
the value they deliver to the customer and the amount of work required to complete them.
A prioritized backlog helps the project team to manage changing scope and expectations in
an agile environment, where new knowledge and feedback are continuously incorporated
into the project. By defining iteration review sessions with stakeholders, the project
manager can ensure that the project outcomes are aligned with the business goals and that
the stakeholders are satisfied with the deliverables. Iteration review sessions are meetings
where the project team demonstrates the work completed in an iteration and solicits
feedback from the stakeholders. Iteration review sessions help to validate the value of the
deliverables, identify any defects or issues, and adjust the backlog for the next
In a multinational multi location project with virtual teams a project manager hasestablished a project baseline The project manager discovers that multiple risk elementshave appeared. The project manager did not foresee these risks during the planning stageof the project.What should the project manager calculate to address this critical budgetary situation?(Choose two)
A. Contingency control in the project and rebaseline B. Mitigation control in the project C. Benefits management control in the project D. Integrated change control in the project E. Currency exchange rate
Answer: A,D
Explanation:
Contingency control in the project and rebaseline is a process that involves adjusting the
project baseline to account for the impact of unforeseen risks. This allows the project
manager to update the project scope, schedule, and cost baselines to reflect the current
situation and avoid further deviations. Integrated change control in the project is a process that ensures that any changes to the project are reviewed, approved, and communicated to
all stakeholders. This helps the project manager to manage the expectations of the project
sponsors, customers, and team members, and to maintain the alignment of the project
objectives with the business needs. References: (Professional in Business Analysis
A project team has recently finished a sprint for developing two features for a fleetmanagement system Although the team delivered the required features, they encounteredseveral issues and conflicts during the sprint. Team members were upset about thisexperience and are now showing a lack of motivation due to what has occurred.What can the project manager do to help increase the team's motivation and engagementwith the project?
A. Review sprint progress with the project team members B. Set up one-on-one meetings with the project team members C. Review sprint planning procedures with the project team members D. Perform a sprint retrospective with the project team members
Answer: D
Explanation: A sprint retrospective is a scrum event in which the team reflects on the past
sprint and identifies areas for improvement and action items for the next sprint. A sprint
retrospective helps the team to continuously improve, inspect and adapt, and grow as a
team and as individuals. A sprint retrospective also provides a safe space for the team to
communicate openly and honestly about the issues and conflicts they faced during the
sprint, and to find ways to resolve them and prevent them from happening again. A sprint
retrospective is not a performance evaluation or a blame game, but a constructive and
collaborative way to increase the team’s motivation and engagement with the
project. References:
What is a Sprint Retrospective? | Scrum.org
The Sprint Retrospective - What It Is & Tips for Making the Most of Your Meeting
Sample Question 175
A company just started managing a project using an agile approach Due to this change thegeneral manager is worried about the scope definition process for upcoming projectsWhat should the project manager do to ensure the project scope is completely defined?
A. Meet with the general manager and convince them to return to using predictiveapproaches to avoid any risk. B. Ask for a budget increase to implement a double-check process to ensure everybusiness need is included in the requirements C. Help sponsors and stakeholders craft the product vision, and bring the team and productowner together to clarify expectations D. Ask the general manager to review every requirement to ensure all projects will deliverthe requested products
Answer: C
Explanation: In an agile approach, the project scope is not completely defined upfront, but
rather evolves and emerges throughout the project lifecycle. The project manager’s role is
to facilitate the collaboration and communication among the project team, the product
owner, and the stakeholders, and to ensure that the project delivers value and meets the
customer needs. One of the ways to do this is to help the sponsors and stakeholders craft
the product vision, which is a high-level description of the product’s purpose, features, and
benefits. The product vision provides a clear direction and alignment for the project and
guides the development of the product backlog, which is a prioritized list of user stories and
other requirements. The project manager should also bring the team and the product owner
together to clarify the expectations, assumptions, and constraints of the project, and to
review and refine the product backlog regularly. This will help to ensure that the project
scope is defined and validated iteratively and incrementally, and that the project delivers
the most valuable features to the customer. The other options are not appropriate for an
agile approach. Meeting with the general manager and convincing them to return to using predictive approaches would be counterproductive and disrespectful of the company’s
decision to adopt agile. Asking for a budget increase to implement a double-check process
would be wasteful and unnecessary, as agile relies on frequent feedback and testing to
ensure quality and customer satisfaction. Asking the general manager to review every
requirement would be micromanaging and interfering with the product owner’s authority
and responsibility to prioritize and manage the product backlog. References: PMBOK
A project manager who is managing a critical project in a multinational company isconducting a progress meeting with all team members. During the meeting, one of theteam members states that they are facing a critical problem that will prevent them fromcompleting their assigned taskWhat should the project manager do?
A. Ask the team member to follow the approved communications management plan tocommunicate their issue B. Schedule a meeting with the concerned team member to review and update the issuelog together C. Review the risk register with the team member to find the proper response action for thisissue. D. Ask the team member to raise a change request to assess the issue in detail
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, section 12.2.3, “The issue log is
a project document used to capture and track issues until they are resolved. It typically
contains a description of the issue, the owner, the priority, the status, the resolution, and
any other relevant information.” Therefore, the project manager should schedule a meeting
with the concerned team member to review and update the issue log together, as this will
help to document the issue, assign responsibility, monitor progress, and implement
resolution. Asking the team member to follow the approved communications management
plan to communicate their issue (option A) may not be sufficient or timely, as the issue may
require immediate attention and action. Reviewing the risk register with the team member
to find the proper response action for this issue (option C) may not be applicable or
effective, as the issue may not be a risk that was identified and planned for in advance.
Asking the team member to raise a change request to assess the issue in detail (option D) may not be necessary or appropriate, as the issue may not affect the project scope,
schedule, cost, or quality, and may be resolved within the project team. References:
PMBOK Guide, 7th edition, section 12.2.3
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 184, question
22
Sample Question 177
A project manager has been managing a highly complex project. The project manager hasensured that all of the required tasks have been completed. During a recent external audit.The project manager was informed of a heavy penalty being levied on the project for thelatest module that was implementedWhat should the project manager have done to ensure that there were no liabilities arisingfrom the recent implementation?
A. Ensured that all defects identified during testing were resolved before implementation B. Ensured that all of the required tasks identified in the scope were completedsuccessfully C. Ensured that all documentation was completed post implementation before closing theproject D. Ensured that all the required approvals were received per the organizational procedures
Answer: D
Explanation: According to the PMBOK Guide, the project manager should ensure that all
the required approvals are received per the organizational procedures before implementing
any project deliverables. This is part of the control quality process, which involves
validating and verifying that the project deliverables meet the quality standards and requirements. By obtaining the necessary approvals, the project manager can avoid any
liabilities, penalties, or disputes that may arise from the implementation of the project
deliverables. The project manager should not rely on resolving defects, completing tasks,
or documenting results alone, as these may not be sufficient to ensure that the project
deliverables are acceptable and compliant with the organizational policies and regulations.
A new team member is added to a self-organizing team. The new team member isreluctant to speak and take part in team discussions or decisions.Which two actions should the team take to engage this new team member? (Choose two)
A. Revisit the team's discussion on team behaviors and norms B. Report to the project manager about the new team member’s behavior C. Coach the new team member to improve engagement with the team. D. Force the new team member to participate in activities that are considered easy E. Facilitate an open discussion on all ideas and perspectives
Answer: A,C
Explanation:
A self-organizing team is a team that has the authority and autonomy to decide how to
perform their work, without being directed or controlled by external factors. A selforganizing
team is able to adapt, collaborate, and innovate, and deliver value to the
customer and the organization. According to the Professional in Business Analysis
Reference Materials1, self-organizing teams are based on trust, collaboration, and
empowerment of individuals.
In this scenario, a new team member is added to a self-organizing team, but the new team
member is reluctant to speak and take part in team discussions or decisions. This could
indicate that the new team member is not comfortable, confident, or familiar with the team
culture, dynamics, or expectations. This could affect the team performance, cohesion, and
satisfaction.
Therefore, the best two actions that the team should take to engage this new team member
are:
Revisit the team’s discussion on team behaviors and norms: This action can help
the new team member to understand the team values, principles, and rules that
guide the team’s work and interactions. It can also help the team to clarify and
align their expectations, roles, and responsibilities, and to address any issues or
conflicts that may arise. By revisiting the team behaviors and norms, the team can
create a shared vision and a sense of belonging for the new team member, and
foster trust and respect among the team members.
Coach the new team member to improve engagement with the team: This action
can help the new team member to develop the skills, knowledge, and confidence
to participate and contribute to the team’s work and decisions. It can also help the
new team member to receive feedback, support, and guidance from the team, and
to learn from their experiences and best practices. By coaching the new team
member, the team can empower and motivate the new team member, and
enhance their performance and satisfaction.
The other options are not the best choices, because:
Report to the project manager about the new team member’s behavior: This action
can undermine the autonomy and self-organization of the team, and create a
dependency and a hierarchy that may conflict with the team culture and values. It
can also damage the trust and relationship between the team and the new team
member, and make the new team member feel isolated, judged, or rejected.
Instead of reporting to the project manager, the team should try to resolve the
issue internally, and involve the project manager only if necessary or requested.
Force the new team member to participate in activities that are considered easy:
This action can demotivate and discourage the new team member, and make
them feel undervalued, underestimated, or patronized. It can also prevent the new team member from developing their full potential and skills, and from delivering
value to the team and the customer. Instead of forcing the new team member, the
team should encourage and support the new team member, and assign them
tasks that are challenging, meaningful, and aligned with their interests and
abilities.
Facilitate an open discussion on all ideas and perspectives: This action can be
helpful and beneficial for the team in general, but it may not be enough or
appropriate for the new team member, who may not feel ready or willing to share
their ideas and perspectives with the team. It may also put pressure or stress on
the new team member, and make them feel overwhelmed or intimidated by the
team’s expectations or opinions. Instead of facilitating an open discussion, the
team should create a safe and supportive environment for the new team member,
and respect their pace and preferences.
References:
Self-Organizing Teams: A Complete Guide.
Sample Question 179
A project manager is working with a Scrum team that is continually missing deadlines Thesteering committee is concerned about the project as it is not clear that it will deliver theexpected value After some analysis the project manager discovers there is a mismatch ofcompetencies in one of the teamsWhat 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.
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, one of the principles of project
management is to support team performance. This means that the project manager should
foster a collaborative project team environment, build team competencies, and address and
remove impediments, obstacles, and blockers for the team. In this scenario, the project
manager should provide appropriate training to the team members who lack the necessary
skills or knowledge to perform their tasks, rather than emphasizing deadlines, updating the
schedule, or accepting the risk. Providing training will help the team improve their
performance, deliver value, and meet the expectations of the steering committee and other
stakeholders. References: PMBOK Guide, 7th edition, page 9, Principle 8: Support team
performance.
Sample Question 180
A team is currently working on a mobile app solution. During sprint execution, one of thedevelopers requires clarification about the acceptance criteria for a particular taskWhat should the project manager do to obtain the information required by the developer?
A. Request direction from the project sponsor B. Write an email to the client requesting clarification C. Seek support from the development manager. D. Work with the product owner to clarify the requirement
Answer: D
Explanation: According to the PBA Guide, the product owner is the person who is
responsible for defining and prioritizing the product backlog, which contains the
requirements for the project. The product owner also provides feedback and acceptance for
the deliverables produced by the development team. Therefore, the project manager
should work with the product owner to clarify the requirement and the acceptance criteria
for the task, as they are the best source of information and authority for the project scope.
This is also consistent with the agile principles of collaboration, customer satisfaction, and
responding to change. References:
PBA Guide, Chapter 2, Section 2.3.1, Roles and Responsibilities of the Product
A project for Company A was successfully delivered within scope schedule, and budget bythe end of the last iteration However during the project celebration ceremony, one of thebusiness stakeholders says they perceive the project as a failure as it did not add anybusiness value.What should the project manager have done to avoid this perception?
A. Involved the business stakeholders in the sprint review B. Defined product backlog priorities with the sponsor and key stakeholders to deliverbusiness benefits C. Implemented a closing survey for key stakeholders D. Confirmed that there is a communications management plan in place to make businessstakeholders aware of the success
Answer: B
Explanation:
According to the PMBOK Guide, a product backlog is an ordered list of requirements that a
project team maintains for a product. It consists of features, functions, requirements,
enhancements, and fixes that need to be delivered by the project. The product backlog is
the single source of truth for what the project team will work on.
The PMI Guide to Business Analysis states that one of the key competencies of a business
analyst is to elicit, analyze, and manage requirements that deliver value to stakeholders.
The business analyst is also responsible for ensuring that the requirements are aligned
with the business needs and objectives, and that they are prioritized and validated.
Therefore, to avoid the perception that the project did not add any business value, the
project manager should have defined the product backlog priorities with the sponsor and
key stakeholders to deliver business benefits. The project manager should have:
Engaged the sponsor and key stakeholders in the project initiation and planning
phases, and clarified the project scope, objectives, and expected outcomes
Collaborated with the business analyst and the product owner to elicit, analyze,
and manage the requirements that address the stakeholder needs and
expectations
Established a clear and transparent prioritization criteria for the product backlog
items, based on the business value, urgency, risk, dependency, and complexity
Involved the sponsor and key stakeholders in the prioritization and validation
process, and obtained their agreement and approval on the product backlog
Communicated the product backlog priorities and changes to the project team and
other stakeholders, and ensured their understanding and alignment
Reviewed and refined the product backlog regularly, and adapted to changing
business needs and feedback
By defining the product backlog priorities with the sponsor and key stakeholders to deliver
business benefits, the project manager can: Ensure that the project delivers the most valuable and relevant features and
functions to the customer
Increase the stakeholder satisfaction and engagement, and build trust and rapport
Reduce the waste and rework, and optimize the project resources and time
Enhance the quality and usability of the product, and increase the customer loyalty
and retention
Demonstrate the business value and impact of the project, and celebrate the
PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project
Management Institute.
How to Prioritize Your Product Backlog. (2023). Scrum Alliance.
How to Deliver Business Value with Agile Projects. (2023). ProjectManager.com.
Sample Question 182
A project manager has been managing a project for several months when an issue that hadnot been registered as a risk appeared. This issue may have a big impact on the project.What should the project manager do?
A. Delay the project until the issue is addressed and no longer presents as a risk to theproject. B. Inform the sponsor that the issue has arisen and that the project's success may beuncertain C. Avoid managing the issue as it was not registered as a risk for the project and there isno planned response to it. D. Hold a meeting with the project team and relevant stakeholders to agree on the bestway to manage the issue
Answer: D Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for
the PMP exam1. According to the guide, an issue is a point or matter in question or in
dispute, or a point or matter that is not settled and is under discussion or over which there
are opposing views or disagreements1. Issues can arise from various sources, such as
risks, changes, defects, conflicts, or assumptions1. The project manager is responsible for
managing issues throughout the project life cycle, using appropriate tools and techniques,
such as issue log, issue escalation, and issue resolution1. When an issue arises, the
project manager should not ignore it, delay it, or inform only the sponsor, as these actions
may worsen the situation and jeopardize the project objectives. Instead, the project
manager should hold a meeting with the project team and relevant stakeholders to agree
on the best way to manage the issue, considering the impact, urgency, and priority of the
issue, as well as the available resources and alternatives1. The meeting should result in an
action plan to resolve the issue, assign responsibilities, and monitor the progress and
outcomes1. The meeting should also identify any lessons learned or preventive actions to
avoid similar issues in the future1. References:
PMBOK® Guide
Sample Question 183
for a project has reported the potential for a delivery delay due to a technical issue with thesub-supplier To stay on schedule, the vendor proposed replacing the sub- supplier'scomponent with a similar part that is different from the one that is stipulated in the projectspecifications.What should the project manager do next?
A. Accept the proposed replacement in order to keep procurement activities on track B. Insist on using the component per the project specifications and air freight theequipment to mitigate the delay C. Instruct the vendor to use the part that is compliant with the project specifications andupdate the schedule D. Consult with a subject matter expert (SME) to see if the proposed change isacceptable
Answer: D
Explanation: According to the PMP Exam Study Guide, a subject matter expert (SME) is
a person who has specialized knowledge or skills in a particular domain or area. A SME
can provide valuable input and guidance on technical, functional, or business aspects of a
project. In this scenario, the project manager should consult with a SME to see if the
proposed change is acceptable, as it may affect the quality, performance, or functionality of
the product or service. The SME can help the project manager to assess the impact of the
change, evaluate the alternatives, and make an informed decision. The project manager
should not accept, insist, or instruct the vendor without consulting with a SME, as this may
lead to poor quality, customer dissatisfaction, or contractual issues. References:
PMP Exam Study Guide, Chapter 12: Project Procurement Management, Section
12.2: Conduct Procurements, p. 535-536
PMP Exam Study Guide, Chapter 13: Project Stakeholder Management, Section
13.3: Manage Stakeholder Engagement, p. 573-574
Sample Question 184
A project manager for a large multiyear industrial project has a project with diversifiedstakeholders from various geographical areas. Recently, the project manager encounteredan issue with stakeholder engagementWhich two tools should the project manager use to determine the underlying reason forwhy engagement is not having the planned effect? (Choose two)
A. Five whys B. Communications management plan C. Ishikawa diagrams D. Issue log E. Open-space meetings
Answer: A,C
Explanation: The correct answers are A and C. According to the PMBOK® Guide, the five
whys and the Ishikawa diagrams are examples of data analysis techniques that can be
used to identify the root causes of problems or issues1. The project manager can use
these tools to determine why stakeholder engagement is not having the planned effect and
address the underlying factors. The communications management plan is a document that
describes how project communications will be planned, managed, and controlled2, but it
does not help to analyze the reasons for stakeholder engagement issues. The issue log is a project document that records and monitors the issues that arise during a project3, but it
does not help to find the root causes of those issues. Open-space meetings are a type of
interpersonal and team skills that can be used to facilitate stakeholder engagement and
collaboration, but they do not help to diagnose the problem of stakeholder
A team member misses a project meeting without it being approved and has beenpenalized as defined in the ground rules. This team member, as well as other teammembers, insist that it is the first time they have seen this rule regarding the project andthey do not agree with the penaltyWhat should the project manager have done to avoid this situation?
A. Ensured the team charter was developed by the team members B. Ensured the team members are fully supportive of all decisions. C. Distributed the project charter to all team members. D. Used a charismatic leadership style
Answer: A
Explanation: The project charter is a document that authorizes the project and defines its
objectives, scope, stakeholders, and high-level risks. It also includes the project
management approach and the roles and responsibilities of the project team. The project
charter should be distributed to all team members and other key stakeholders to ensure
their awareness and alignment with the project vision and expectations. The project charter
also contains the project ground rules, which are the agreed-upon norms and behaviors
that guide the team’s interactions and collaboration. The ground rules should be clear,
specific, measurable, and enforceable. They should also be reviewed and updated
periodically to reflect any changes in the project environment or team dynamics. By
distributing the project charter to all team members, the project manager can avoid
misunderstandings, conflicts, and disagreements regarding the project ground rules and
the consequences of violating them. References: PMBOK Guide, 6th edition, section
4.1.3.1; PMP Exam Prep, 10th edition, page 93
Sample Question 186
A team is working on implementing a communications system when the client says thatthey are considering closing the project. The project manager schedules an urgent meetingwith the client to understand why the project is at risk Which two tools or techniques canthe project manager use to influence the client’s decision to keep the project active?(Choose two)
A. Alternatives analysis B. Voting C. Cost-benefit analysis D. Multi-criteria decision making E. Autocratic decision making
Answer: A,C
Explanation: The project manager can use alternatives analysis and cost-benefit analysis
to influence the client’s decision to keep the project active. These are two tools or
techniques that can help the project manager present different options and their
implications to the client, and demonstrate the value and feasibility of the project. Alternatives analysis is a technique that involves generating, comparing, and evaluating
different possible courses of action in order to select the best one1. The project manager
can use this technique to show the client the pros and cons of continuing or closing the
project, and the impact of each option on the project objectives, scope, schedule, cost,
quality, risk, and stakeholder satisfaction. The project manager can also propose
alternative solutions or approaches that can address the client’s concerns or issues, and
explain how they can be implemented.
Cost-benefit analysis is a technique that involves comparing the expected costs and
benefits of a project or an option to determine its economic viability and attractiveness2.
The project manager can use this technique to show the client the return on investment
(ROI) of the project, and how the benefits outweigh the costs. The project manager can
also quantify the costs and benefits of different alternatives, and compare them to the
baseline or the status quo. The project manager can also highlight the intangible or
qualitative benefits of the project, such as customer satisfaction, reputation, social impact,
or strategic alignment.
By using these two tools or techniques, the project manager can influence the client’s
decision to keep the project active by providing factual and rational information, appealing
to the client’s interests and values, and offering choices and flexibility.
A company was awarded a project in a dangerous location that poses several high-levelrisks for employees Help is needed to tram the employees on major safety and healthfactors The project is ongoing and uses a hybrid approach The project will be conducted inmultiple sites, with several development iterations running in parallelHow should the project manager handle this situation?
A. Allocate and use part of the project's contingency reserves for training purposes. B. Negotiate a contract and form a partnership with a local authority for medical andsecurity support services. C. Perform a retrospective and update the risk register and resource management planregarding the necessary budget for training D. Hire only local resources who are aware of the terntory's hazards, providing employmentto the local community
Answer: B
Explanation:
A. Allocate and use part of the project’s contingency reserves for training
purposes. This option may not be sufficient or feasible, as the contingency
reserves are meant to address the identified risks that may occur during the
project, not the existing risks that are already affecting the project78. The project
manager should not use the contingency reserves for training purposes, but rather
seek additional funding or approval from the project sponsor or senior
management. Moreover, training alone may not be enough to ensure the safety
and health of the employees in a dangerous location, as they may still face
unpredictable or unavoidable threats or hazards.
C. Perform a retrospective and update the risk register and resource management
plan regarding the necessary budget for training. This option may be too late, as
the project is already ongoing and the employees are already exposed to the risks
in the dangerous location. The project manager should not wait for a retrospective
to update the risk register and resource management plan, but rather perform
continuous risk monitoring and control throughout the project life cycle910. The
project manager should also not focus only on the budget for training, but also on
the other aspects of risk management, such as risk identification, analysis,
response, and communication.
D. Hire only local resources who are aware of the territory’s hazards, providing
employment to the local community. This option may not be realistic or desirable,
as the project may require specific skills, qualifications, or experience that the local
Sample Question 188
The project velocity has recently slipped, and a decision was made to skip testing toincrease the momentum and bong the project back on track What will the project managerneed to focus on as a result of this decision?
A. Increased bum rate B. Increased cost C. Increased technical debt D. Decreased efficiency
Answer: C
Explanation: Technical debt is the term used to describe the consequences of poor quality
or incomplete work in software development projects. It refers to the implied cost of rework
or maintenance that will be required in the future due to skipping or compromising on
testing, documentation, design, or other best practices. Technical debt can negatively
affect the project velocity, quality, performance, reliability, security, and customer
satisfaction. According to the Professional in Business Analysis Reference Materials1,
technical debt can be classified into four types:
Deliberate and reckless: This is when the team intentionally chooses to skip
testing or other quality measures, knowing that it will create problems later, but
without a plan to address them. This is the most harmful type of technical debt, as
it can lead to major defects, failures, or breaches that can jeopardize the project or
the organization.
Deliberate and prudent: This is when the team intentionally chooses to skip testing
or other quality measures, knowing that it will create problems later, but with a plan
to address them as soon as possible. This is a common type of technical debt, as
it can help the team meet urgent deadlines, deliver minimum viable products, or
respond to changing requirements. However, this type of technical debt still
requires careful management and prioritization, as it can accumulate over time and
become unmanageable.
Inadvertent and reckless: This is when the team unintentionally creates technical
debt due to lack of skills, knowledge, or experience, and without realizing the
impact of their actions. This is a dangerous type of technical debt, as it can result
in poor quality products, low customer satisfaction, and high maintenance costs.
This type of technical debt can be prevented by investing in training, coaching,
mentoring, and peer reviews.
Inadvertent and prudent: This is when the team unintentionally creates technical
debt due to unavoidable factors, such as evolving technologies, standards, or
customer needs, and with a plan to address them as part of continuous
improvement. This is an inevitable type of technical debt, as it reflects the dynamic
nature of software development. This type of technical debt can be managed by
adopting agile practices, such as frequent feedback, retrospectives, and
refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the
project manager and the team are creating deliberate and reckless technical debt, which
can have severe consequences for the project and the organization. The project manager
will need to focus on identifying, measuring, and reducing the technical debt as soon as
possible, and avoid making such decisions in the future References:
Technical Debt: Definition, Types, and Management.
Sample Question 189
A project manager is leading a large-scale project that involves 70 stakeholders The projectmanager has heard various comments and expectations from the customers, some ofwhich are contradictory Consequently, some requirements are not clear.What should the project manager do to build consensus regarding the requirements?
A. Escalate the issue to the management team for their review and guidance B. Create a survey template to collect feedback from stakeholders to reach an agreement C. Organize a face-to-face meeting with all stakeholders to understand their interests andconcerns. D. Leverage expert judgment to determine the requirements that should be considered
Answer: C
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures
that all input and ideas from a group or team are considered until a final decision that is
acceptable to all emerges. This approach relies heavily on respectful dialogue and openmindedness,
and it is often used to build consensus regarding the requirements in project
management. By organizing a face-to-face meeting with all stakeholders, the project
manager can facilitate the communication and collaboration among them, and elicit their
needs, expectations, and preferences. This can help to resolve any conflicts or
contradictions, and reach a common understanding of the project
How to use Consensus Decision-Making for Project Management by Grace
Windsor
Sample Question 190
A technical manager newly appointed by the client, visits the project site to verify theproject deliverables The technical manager feels that the project manager has not beenproviding enough informationWhat should the project manager do first to resolve this situation?
A. Update the issue log and escalate to the project sponsor B. Identify the lack of information as a risk and update the risk register C. Schedule more frequent meetings with the technical manager. D. Review and update the stakeholder engagement plan
Answer: D
Explanation: The stakeholder engagement plan is a component of the project
management plan that identifies the strategies and actions required to promote productive
involvement of stakeholders in project decisions and activities1. The project manager
should review and update the stakeholder engagement plan to address the needs and
expectations of the newly appointed technical manager, who is a key stakeholder for the
project. The project manager should also communicate with the technical manager to
understand the information gaps and provide the necessary updates on the project
deliverables. Updating the issue log and escalating to the project sponsor (option A) may
not be the best first action, as it could create unnecessary conflict and damage the
relationship with the client. Identifying the lack of information as a risk and updating the risk
register (option B) is not appropriate, as the situation is not a potential uncertain event that
could affect the project objectives, but rather a current issue that needs to be resolved.
Scheduling more frequent meetings with the technical manager (option C) may help to
improve the communication, but it does not address the root cause of the problem, which is
the inadequate stakeholder engagement plan. References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, p. 518.
Sample Question 191
During the closing process, the project manager learns that one deliverable is not meetingcustomer expectations How should the project manager proceed?
A. Ask the customer to issue a change request with the information to analyze and providea solution. B. Review the deliverable requirements, check the customer approval criteria, and proceedaccordingly C. Meet with the customer to reach agreement on the scope of the deliverable that willsatisfy both parties D. Contact the project sponsor and ask for help in negotiating the closing of the project withthe customer
Answer: B
Explanation: According to the PMBOK Guide, the project closing process group consists
of two processes: close project or phase and close procurements. The close project or
phase process involves confirming that the project or phase scope and requirements have
been met, obtaining formal acceptance of the final product, service, or result from the
customer, and transferring the ownership and responsibility of the deliverables to the
assigned stakeholders. The close procurements process involves completing and settling
each contract, including resolving any open items, and closing each contract applicable to
the project or phase. Therefore, the project manager should review the deliverable
requirements, check the customer approval criteria, and proceed accordingly to close the
project or phase. Asking the customer to issue a change request, meeting with the
customer to reach agreement on the scope, or contacting the project sponsor for help are
not appropriate actions during the closing process, as they imply that the project scope is
not finalized or agreed upon, which should have been done during the planning and executing processes. References: PMBOK Guide, Sixth Edition, pages 123-124, 377-378;
PMI-PBA Guide, First Edition, pages 209-210.
Sample Question 192
As part of the strategic plan, a company decides to implement a new software platform tomanage a centralized document repository. Some requirements are clear and some needmore detail.What should the project manager do first to decide how to manage this project?
A. Select a predictive development life cycle based on the team's experience B. Determine the most appropriate life cycle approach for the project C. Register all requirements into a backlog for further detailed analysis. D. Split the requirements, put them into two separate projects, and apply differentapproaches
Answer: B
Explanation: According to the PMBOK Guide, the project manager should select the most
appropriate life cycle approach for the project based on various factors, such as the project
A newly formed team has become accustomed to agile practices The project lead hasnoticed that while they are performing according to expectations, there is boredom withdaily team practices among many of the team members.What should the project lead do in this situation?
A. Challenge the team to find new ways to achieve higher levels of performance to improvethe situation. B. Speak with individual team members to determine what they would like to do to improvethe situation in the team C. Have the team inform senior management of the situation and ask forrecommendations. D. Allow the team to self-organize and have them analyze the situation in theirretrospective session and self correct
Answer: D
Explanation:
One of the principles of agile is to build projects around motivated individuals, give them
the environment and support they need, and trust them to get the job done. Agile teams are
expected to be self-organized, which means they can decide how to best accomplish their
work, rather than being directed by others outside the team. Self-organization also implies
that teams can inspect and adapt their own processes and practices, and continuously
improve their performance and satisfaction. One of the key practices that enable selforganization
and improvement is the retrospective, which is a regular meeting where the
team reflects on what went well, what went wrong, and what can be done differently in the
next iteration. A retrospective is a safe space for the team to share their feedback,
concerns, and ideas, and to collaboratively come up with action items to address them.
Therefore, if the project lead notices that the team is bored with their daily practices, the
best course of action is to allow the team to self-organize and have them analyze the
situation in their retrospective session and self correct. This way, the team can identify the
root causes of their boredom, such as lack of challenge, variety, autonomy, or feedback,
and propose solutions that suit their needs and preferences. The project lead can facilitate
the retrospective and provide guidance and support, but should not impose any changes or
solutions on the team, as this would undermine their self-organization and motivation. By
allowing the team to self-organize and self correct, the project lead can foster a culture of
trust, empowerment, and continuous learning within the team, and help them overcome
their boredom and achieve higher levels of performance and satisfaction. References:
Agile Teams - Scaled Agile Framework
ProjectManagement.com - Beware the bored team member!
Mastering Agile Team Building: The Key to Enduring Success - Integrant
Sample Question 194
A food company is developing a new product using a predictive approach, and the productis currently in the testing phase Given the nature of the feedback of the tests, the projectmanager has decided to use an iterative approach At the end of one of the iterations, anew regulation related to the product is enacted.What should the project manager do next?
A. Make a change request regarding the project's scope to ensure compliance. B. Include an assessment to verfy compliance in the next iteration C. Conduct an iteration review to address the new regulation D. Start the tests over, adapting the trials to the new regulation
Answer: A
Explanation:
B. Include an assessment to verify compliance in the next iteration. This option
may be too late, as the project may already be in violation of the new regulation by
continuing the testing phase without making any adjustments. The project manager should not wait for the next iteration to assess the compliance, but rather
initiate a change request as soon as possible to avoid any legal or ethical issues.
C. Conduct an iteration review to address the new regulation. This option may not
be sufficient, as an iteration review is a meeting to inspect the work done in an
iteration and obtain feedback from the stakeholders2. An iteration review may not
be the appropriate forum to address the new regulation, as it may require more
analysis, discussion, and approval from the CCB. The project manager should not
rely on the iteration review alone to address the new regulation, but rather submit
a change request to formally document and communicate the change.
D. Start the tests over, adapting the trials to the new regulation. This option may
be wasteful, as it may disregard the work done and the feedback obtained in the
previous iterations. The project manager should not start the tests over without
following the change management process, as it may create confusion,
inconsistency, and conflict among the project team and stakeholders. The project
manager should not make any changes to the project without obtaining the
necessary approval from the CCB.
I hope this information helps you with your query. However, I suggest that you consult the
official PMP and PBA reference materials and guides for more accurate and reliable
information. Thank you for using Bing.
References:
1: Perform Integrated Change Control 2: Iteration Review
Sample Question 195
A project manager has been appointed to a multimillion-dollar project The project isconsidered to be high risk since no similar projects have been undertaken before and thereis no historical data Some external stakeholders are reluctant to provide supportWhat approach should the project manager take?
A. Examine the plans, processes, policies, and knowledge that are specific to theorganization undertaking the project B. Establish dialogue with stakeholders on the project constraints, assumptions, and criticalinputs C. Convince senior management to close the project since the project lacks sponsorshipand is considered to be high risk. D. Host a project team meeting, then update the risk register and the project managementplan
Answer: B
Explanation: The project manager should establish dialogue with stakeholders on the
project constraints, assumptions, and critical inputs, as this is a key activity of the Identify
Stakeholders process1. By engaging with the stakeholders, the project manager can
understand their needs, expectations, interests, and influence levels, as well as identify any
potential issues or risks that may affect the project. This will help the project manager to
develop an appropriate stakeholder engagement plan and communication strategy, as well
as to manage the stakeholder expectations and relationships throughout the project life
cycle. Examining the plans, processes, policies, and knowledge that are specific to the organization undertaking the project (option A) is part of the Develop Project Charter
process2, which is performed before the Identify Stakeholders process. This activity may
help the project manager to understand the organizational context and environment, but it
does not address the specific concerns of the external stakeholders. Convincing senior
management to close the project since the project lacks sponsorship and is considered to
be high risk (option C) is not a viable option, as it contradicts the project manager’s role
and responsibility to initiate, plan, execute, monitor, and close the project. Moreover, it
does not consider the potential benefits and value of the project, nor the possible ways to
mitigate the risks and challenges. Hosting a project team meeting, then updating the risk
register and the project management plan (option D) is an activity of the Monitor and
Control Project Work process3, which is performed after the project has been planned and
executed. This activity may help the project manager to track the project performance and
implement corrective actions, but it does not address the specific concerns of the external
stakeholders. References:
1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, p. 513.
2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, p. 77.
3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017, p. 95.
Sample Question 196
A project manager has been selected to deliver one of an organization's key flagshipsolutions Critical success factors include agility, market adaptation, and a quick responseto market offerings What is one of the key activities that the project manager should undertake to ensurecompany success?
A. Review the project objectives with the project sponsor to agree on more realistic andachievable project plans and deliverables B. Request more funding from the project sponsor to hire additional skilled resourcesand to incorporate additional quality in the project delivery approach and outcome C. Conduct periodical reviews of the project plans, objectives, and deliverables to ensureall relevant data are captured to continue making informed project decisions D. Create a business case after performing a market review, and then submit it to thesponsor to modify the project deliverable to meet the newly defined objectives
Answer: C
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project
manager is to monitor and evaluate the project performance and outcomes, and to use the
data and information collected to support decision making and adaptation. This is
especially important for projects that operate in a dynamic and uncertain environment,
where agility, market adaptation, and a quick response to market offerings are critical
success factors. The project manager should conduct periodical reviews of the project
plans, objectives, and deliverables to ensure that they are aligned with the changing needs
and expectations of the stakeholders, and to identify and address any issues or risks that
may affect the project value delivery. Option C is the best answer for this question.
Option A is not the best answer because reviewing the project objectives with the project
sponsor is not a key activity that the project manager should undertake to ensure company
success. It is a good practice to have a clear and shared understanding of the project
objectives with the project sponsor, but it is not sufficient to ensure the project’s agility,
market adaptation, and responsiveness. The project manager should also engage other
stakeholders, such as the customers, users, and team members, and review the project
objectives with them as well.
Option B is not the best answer because requesting more funding from the project sponsor
to hire additional skilled resources and to incorporate additional quality in the project
delivery approach and outcome is not a key activity that the project manager should
undertake to ensure company success. It is a possible action that the project manager may
take if the project scope, schedule, or quality are affected by the changes in the market or
the stakeholder needs, but it is not a proactive or adaptive activity that the project manager
should perform regularly. Moreover, requesting more funding may not always be feasible or
desirable, as it may increase the project costs and risks, and may not guarantee the project
value delivery.
Option D is not the best answer because creating a business case after performing a
market review, and then submitting it to the sponsor to modify the project deliverable to meet the newly defined objectives is not a key activity that the project manager should
undertake to ensure company success. It is a possible activity that the project manager
may perform if the project deliverable is no longer aligned with the business needs or the
market opportunities, but it is not a frequent or iterative activity that the project manager
should do to ensure the project’s agility, market adaptation, and responsiveness. Moreover,
creating a business case may not always be necessary or appropriate, as it may delay the
project delivery and may not reflect the current or future state of the market or the
A project manager is leading an in-house company project in its very early stages Thiscurrent project is similar to another project that ended a year agoWhat should the project manager do to analyze the involved stakeholders?
A. Lower the priority of stakeholder engagement as the stakeholders already haveknowledge of this kind of project B. Use lessons learned from the previous project as a guide for the current project'sstakeholder register C. Refer to the stakeholder register from the previous project as it was similar to the currentproject D. Document in the risk register that the current project may have differentstakeholders than the previous project
Answer: B
Explanation: According to the PMBOK Guide, the project manager should identify the
project stakeholders by using various sources of information, such as historical records,
organizational charts, stakeholder registers, and lessons learned from previous projects.
Lessons learned from previous projects can provide valuable insights into the stakeholder’s
expectations, needs, interests, influence, and potential impact on the project. By using
lessons learned from the previous project as a guide, the project manager can create a
more accurate and comprehensive stakeholder register for the current project, which will
help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th
edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.
Sample Question 198
During the review of a project's list of deliverables, one of the stakeholders expressedconcern that one of the requirements will not be addressed. What should the projectmanager do?
A. Check the approved list of requirements to see if there are any missing items. B. Work with the stakeholder to improve the requirements' acceptance criteria C. Review the requirements traceability matrix with the concerned stakeholder D. Discuss with the stakeholder which additional requirements should be added
Answer: C
Explanation: According to the Professional in Business Analysis (PMI-PBA)® Guide, a
requirements traceability matrix is a table that links requirements to their origin and tracks
them throughout the project life cycle. A requirements traceability matrix helps to ensure
that all requirements are addressed by the project deliverables, and that any changes to
the requirements are reflected in the project scope, schedule, cost, quality, and risk. In this
scenario, the project manager should review the requirements traceability matrix with the
concerned stakeholder to verify if the requirement in question is indeed missing or not. This
would help to clarify the source, scope, and status of the requirement, and to identify any
gaps, inconsistencies, or conflicts between the requirements and the deliverables. This
would also help to avoid any misunderstandings, miscommunications, or assumptions that
could lead to stakeholder dissatisfaction or project failure. Checking the approved list of
requirements, working with the stakeholder to improve the acceptance criteria, or
discussing additional requirements are actions that should be taken after the review of the
requirements traceability matrix, not before. These actions do not address the root cause of
the situation, which is the possible discrepancy between the requirements and the
deliverables. References: (Professional in Business Analysis Reference Materials source
and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 4, Section 4.3.1.3
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 5, Section 5.2.2.3
The Standard for Project Management – Seventh Edition, Chapter 3, Section
3.2.2.3
Sample Question 199
During the course of a project, a junior team member approaches the project manager forsome direction and advice on risk mitigation How should the project manager respond?
A. Tell the junior team member that the information is available in lessons learned B. Offer guidance and follow up with some developmental activity for the junior teammember C. Inform the junior team member that risk mitigation is not part of their work D. Refer the junior team member to the senior team member who develops the riskmitigation strategy
Answer: B
Explanation:
Some of the other options are not appropriate because:
A. Tell the junior team member that the information is available in lessons learned.
This option does not address the immediate need of the junior team member for
direction and advice on risk mitigation. Lessons learned are valuable sources of
information, but they are usually documented and reviewed at the end of the
project or phase3. The project manager should not rely on lessons learned alone
to provide guidance to the junior team member, but rather use them as a reference
to supplement their own experience and expertise.
C. Inform the junior team member that risk mitigation is not part of their work. This
option is incorrect because risk mitigation is part of the project team’s work. PMI
states that "The project team is responsible for identifying, analyzing, and
responding to project risk."4 The project manager should not exclude the junior
team member from the risk management process, but rather involve them and
delegate appropriate tasks and responsibilities to them.
D. Refer the junior team member to the senior team member who develops the
risk mitigation strategy. This option may seem reasonable, but it does not
demonstrate the project manager’s leadership and coaching skills. The project
manager should not pass on the junior team member’s request to another team
member, but rather take the opportunity to mentor and develop the junior team
member. The project manager can consult with the senior team member who
develops the risk mitigation strategy, but they should also provide their own
guidance and feedback to the junior team member.
I hope this information helps you with your query. However, I suggest that you consult the
official PMP and PBA reference materials and guides for more accurate and reliable
information. Thank you for using Bing.
References:
1: PMP Exam Strategies for Risk Response: Mitigate Risk, Avoid, or Transfer 2: PMI Talent
A project manager joins a team that is providing a customized enterprise resource planning(ERP) system to a client A potential design problem is identified by the development teamAfter reviewing this issue with the project owner and team members, all agreed to revisethe design to avoid a system defect when deployed The design is already approved.What should be the project manager's next steps?
A. Conduct a proof of concept to make sure there are no problems in the revised design B. Amend the design specifications and pass them to the development team forreprogramming C. Make a change request and get format approval from the project owner D. Inform the client of the problem and follow the change request process
Answer: D
Explanation: According to the Professional in Business Analysis (PMI-PBA)® Guide, a
change request is a formal proposal to modify any document, deliverable, or baseline. A
change request should be submitted when there is a need to change the approved scope,
schedule, cost, quality, or any other aspect of the project. In this scenario, the project
manager and the team have identified a potential design problem that requires a revision of
the approved design. Therefore, the project manager should inform the client of the
problem and follow the change request process to obtain the necessary approvals and
update the project documents accordingly. This will ensure that the client is aware of the
issue and its impact, and that the project is aligned with the client’s expectations and
requirements. Conducting a proof of concept, amending the design specifications, or
passing them to the development team are actions that should be taken after the change
request is approved, not before. References: (Professional in Business Analysis
Reference Materials source and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.4.1.1
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 8, Section 8.2.2.1
Sample Question 201
The project manager is experiencing delays with two critical tasks that are to be executedby two different teams The project manager realizes that the functional managers of thesetwo teams have an unsolved conflict and they are not communicating properly.What should the project manager do?
A. Arrange a meeting with the managers and try to reach an agreement. B. Communicate with the project sponsor regarding the need to resolve the conflictbetween the managers. C. Evaluate the impact of the delay on the project and look for alternatives to create aremediation plan D. Meet with both teams and their managers and try to figure out the root cause of theconflict
Answer: A
Explanation:
The project manager should arrange a meeting with the functional managers of the two
teams and try to reach an agreement that will resolve the conflict and enable the teams to
complete their tasks. This is the best option because it addresses the issue directly,
involves the parties who have the authority and responsibility to make decisions, and seeks
a collaborative and constructive solution. The project manager should act as a facilitator
and mediator in the meeting, and help the functional managers to identify the sources of
the conflict, the interests and needs of each party, and the possible options for agreement.
The project manager should also ensure that the meeting is conducted in a respectful and
professional manner, and that the outcome is documented and communicated to the
relevant stakeholders. References:
People in Projects, Chapter 13, Section 5: Project Manager/Functional Manager
Conflict
A Guide to the Project Management Body of Knowledge (PMBOK® Guide),
Chapter 13, Section 4.2.3: Conflict Management
7 Big Project Management Conflicts & Ways to Solve Them All, Section 2:
Conflicting Interests of Stakeholders
Sample Question 202
A project manager finished reviewing the project deliverables for the current iteration withthe customer A new key stakeholder who just joined the customer's team, complains thatthe results do not provide the capabilities the business anticipatedWhat should the project manager do to address this issue?
A. Create a change request and update the scope management plan B. Conduct stakeholder identification and a project objectives review session C. Update the stakeholder list and fix the deliverables D. Update the project management plan and lessons learned
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, section 13.1.1, “Stakeholder
identification is the process of identifying the people, groups, or organizations that could
impact or be impacted by a decision, activity, or outcome of the project, and analyzing and
documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.” Therefore, the
project manager should conduct stakeholder identification and a project objectives review
session, as this will help to ensure that the new key stakeholder is properly engaged and
informed about the project scope and deliverables. Creating a change request and
updating the scope management plan (option A) may not be necessary or appropriate, as
the issue may not be related to the scope, but to the stakeholder’s expectations or
understanding. Updating the stakeholder list and fixing the deliverables (option C) may not
address the root cause of the issue, and may introduce unnecessary changes or rework.
Updating the project management plan and lessons learned (option D) may be done later,
after the issue is resolved and the stakeholder is satisfied. References:
PMBOK Guide, 7th edition, section 13.1.1
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 180, question
14
Sample Question 203
A company starts implementing Scrum About halfway through the first sprint,communication issues develop Some project team members are not in sync with otherteam membersWhat is the cause for this communication gap?
A. The project sprint board has not been updated B. Daily standup meetings were not held or enforced C. The project status dashboard has not been updated D. The communications management plan has not been developed
Answer: B
Explanation: Daily standup meetings are an essential practice of Scrum, which aim to
facilitate communication, collaboration, and coordination among the project team
members1. Daily standup meetings are short, time-boxed, and focused sessions where
each team member answers three questions: what they did yesterday, what they will do
today, and what impediments they face2. Daily standup meetings help the team to:
Align their work with the sprint goal and the definition of done
Identify and resolve any issues or dependencies that may affect the sprint
progress
Share information, feedback, and ideas with each other
Foster a sense of accountability, transparency, and trust If daily standup meetings
are not held or enforced, the team may experience communication gaps, which
can lead to misunderstandings, conflicts, delays, or poor quality of
work3. Therefore, the project manager or the Scrum master should ensure that
daily standup meetings are conducted regularly, effectively, and efficiently, and
that all team members participate actively and respectfully4. References:
Scrum & the challenge of effective communication - Medium
7 ways the Scrum Master can improve Scrum Team Communication
Sample Question 204
The project manager started a new project and must ensure that the team members andstakeholders are adequately trained. After an interview with the team, the project managerdiscovers that all resources have experience in different agile methodologiesWhat should the project manager do?
A. Make sure the project team is aware of all agile techniques B. Skip the training because the team already understands agile C. Ensure the team has a common understanding of agile D. Teach one agile methodology fully and completely
Answer: C
Explanation:
The project manager should ensure that the team has a common understanding of agile,
as this is a key factor for the success of agile projects. Having a common understanding of
agile means that the team members and stakeholders share the same vision, values,
principles, and practices of agile, and can collaborate effectively and efficiently. Having a
common understanding of agile also helps to avoid confusion, conflicts, and waste that
may arise from using different agile methodologies or applying them inconsistently. The
project manager should facilitate the creation of a common understanding of agile by
providing training, coaching, mentoring, and guidance to the team and stakeholders, and
by establishing clear and transparent communication channels and feedback loops.
References:
PMBOK Guide, 6th edition, page 27: “The project manager should ensure that all project stakeholders have a common understanding of the project objectives,
approach, deliverables, and expected outcomes.”
PMBOK Guide, 6th edition, page 28: “The project manager should ensure that the
project team and other stakeholders are familiar with the chosen agile approach
and practices, and that they receive the necessary training and coaching.”
PMBOK Guide, 6th edition, page 29: “The project manager should foster
collaboration among team members and stakeholders, and promote selforganization
and empowerment within the team.”
PMBOK Guide, 6th edition, page 30: “The project manager should establish an
environment where feedback is welcome and encouraged, and where learning and
improvement are continuous.”
Sample Question 205
In an advanced stage of a project a stakeholder who is not receiving the project statusreport communicates this to the project manager After checking, the project managerdetermines that the person is registered as a stakeholder but was not included in thecommunications management plan.What should the project manager do next1?
A. Update the communications management plan to include the missed stakeholder, andsend the current project status documentation to this stakeholder B. Inform the project sponsor that there are stakeholders who are not included in thecommunications management plan C. Inform the stakeholder that the project team cannot provide information to anyone whois not registered in the project's communications management plan D. Ask the stakeholder to get the project status report from another stakeholder listed in thecommunications management plan.
Answer: A
Explanation:
The communications management plan is a subsidiary plan of the project management
plan that describes how project communications will be planned, executed, and monitored.
It should include the stakeholder communication requirements, the information to be
communicated, the communication methods and technologies, the frequency and timing of
communication, the roles and responsibilities of communicators, and the escalation
process for resolving communication issues. If a stakeholder is not receiving the project
status report, it means that the communications management plan is not aligned with the stakeholder communication requirements, and it needs to be updated. The project
manager should also send the current project status documentation to the missed
stakeholder to ensure that they are informed and engaged in the project. This is the best
option among the four choices, as it follows the best practices of project communication
management and stakeholder management. References: (Professional in Business
Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning
Business Analysis Work, Section 4.3.2: Communication Plan
Practice Standard for Project Stakeholder Management, Chapter 3: Plan
Stakeholder Engagement, Section 3.3.2: Communication Requirements Analysis
Sample Question 206
A project manager has a team of shared resources from other projects who are working ona client project Three days before the project is due. The team informs the project managerthat the project will be delayed because a component was not delivered on time Competingpriorities of the shared resources are delaying delivery of the componentWhat should the project manager have done to prevent this delay from happening?
A. Updated the risk management plan and registered lessons learned for the project B. Reorganized the team for the project based on the work breakdown structure (WBS) C. Maintained constant communication with the stakeholders of the other projects D. Used the resource management plan to identify the impacts of the other projects
Answer: D
Explanation: According to the PMBOK Guide, 7th edition, section 9.1.3, “The resource
management plan is a component of the project management plan that provides guidance
on how project resources should be categorized, allocated, managed, and released. It may
be formal or informal, highly detailed or broadly framed, based on the needs of the project.”
Therefore, the project manager should have used the resource management plan to
identify the impacts of the other projects on the availability and allocation of the shared resources, and to plan for contingencies or alternatives to avoid or mitigate the delay.
Updating the risk management plan and registering lessons learned for the project (option
A) may be done after the delay is resolved, but not before. Reorganizing the team for the
project based on the WBS (option B) may not be feasible or effective, as the shared
resources may still have competing priorities or dependencies. Maintaining constant
communication with the stakeholders of the other projects (option C) is a good practice, but
not sufficient to prevent the delay from happening, as the project manager still needs to
monitor and control the resource usage and performance. References:
PMBOK Guide, 7th edition, section 9.1.3
PMI-PBA Exam Practice Test and Study Guide, 2nd edition, page 181, question
16
Sample Question 207
During the development of a product, the project manager observes conflicts betweenproject stakeholders, resulting in deliverable and output approval delays On which areashould the project manager focus?
A. Revisiting the project management plan to ensure deliverables are on time B. Increasing the frequency of project update meetings to keep stakeholders informed C. Revisiting the stakeholder engagement plan, focusing on specific overlookedstakeholders D. Reviewing the business case and identifying gaps within scope
Answer: C
Explanation: According to the PMBOK Guide, a stakeholder engagement plan is a
document that identifies the current and desired levels of stakeholder engagement, and the strategies and actions to increase or maintain stakeholder support throughout the project. A
stakeholder engagement plan is an essential tool for managing stakeholder expectations,
addressing stakeholder concerns, and resolving stakeholder conflicts. Conflicts between
project stakeholders can result in delays, rework, scope changes, or even project failure.
Therefore, the project manager should focus on revisiting the stakeholder engagement
plan, focusing on specific overlooked stakeholders, to identify the root causes of the
conflicts and the best ways to engage them. By doing so, the project manager can improve
the stakeholder relationships, align the stakeholder interests, and facilitate the deliverable
A large corporation is transforming itself from a predictive to agile approach A project teamwith knowledge of agile practices is experiencing significant conflicts with the executivesregarding the processes to be followed. How should these conflicts be resolved?
A. Include the executives in team retrospectives B. Train the executives on agile practices C. Negotiate with the executives and agree on a process. D. Request that the executives use agile practices
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, one of the challenges of agile
project management is to align the expectations and understanding of the stakeholders
with the agile values and principles. This is especially important when the organization is
transitioning from a predictive to an agile approach, as there may be resistance or
confusion from the executives who are used to a different way of working. Therefore, the
best way to resolve the conflicts between the project team and the executives is to train the
executives on agile practices, such as iterative development, adaptive planning, customer
collaboration, and continuous improvement. This will help the executives to appreciate the
benefits of agile, support the project team, and provide constructive feedback. Training the
executives on agile practices will also foster a culture of trust, respect, and empowerment,
which are essential for agile project success. References: PMBOK Guide, 7th edition, page
A company is changing their current business model The change requires implementing acomplex project using multiple agile teams.What three options should the project manager have the testing team adopt as testingmechanisms? (Choose three)
A. Independent personal testing B. Security and performance testing C. An experimental approach to cover all possible choices D. Story testing E. Tests based on behavior and test-driven development
Answer: B,D,E
Explanation: According to the Agile Testing: A Practical Guide For Testers And Agile
Teams1, security and performance testing are two types of nonfunctional testing that are
important for agile teams. Security testing ensures that the system is protected from
unauthorized access, data loss, or corruption. Performance testing measures how the
system responds to different levels of load, stress, and concurrency. These types of testing
can be done at different levels of granularity, from unit testing to system testing, and can
use tools such as JMeter, LoadRunner, or Selenium.
Story testing is a type of functional testing that verifies that the system meets the
acceptance criteria of each user story. User stories are short descriptions of the features or
functionalities that the customer wants from the system. Story testing can be done by the
developers, testers, or customers, and can use tools such as FitNesse, Cucumber, or
SpecFlow.
Tests based on behavior and test-driven development are two approaches that support
agile testing practices. Behavior-driven development (BDD) is a technique that uses natural
language to describe the expected behavior of the system in different scenarios. Testdriven
development (TDD) is a technique that involves writing the tests before the code,
and then refactoring the code to make the tests pass. Both BDD and TDD help to clarify the
requirements, design the system, and ensure the quality of the code. They can use tools
such as JUnit, NUnit, or RSpec.
References: (Professional in Business Analysis Reference Materials source and
documents)
Agile Testing: A Practical Guide For Testers And Agile Teams, Lisa Crispin and
Janet Gregory, Addison-Wesley Professional, 2009
Scrum Testing: A Detailed Guide to Testing on an Agile Team, Testim, Accessed
on January 29, 2024
Agile Testing Best Practices & Why They Matter, Atlassian, Accessed on January
29, 2024
Sample Question 210
A project manager is responsible for building a bridge The high-level elements of the project are handled using a predictive approach The software responsible for retracting thebridge has been developed based on agile principles During software development, theworkflow is often interrupted by various delays or impediments due to lack of informationHow should the project manager handle this situation?
A. Apply lean manufacturing to limit the team’s work B. Increase retrospectives to deliver results fast C. Make work visible using kanban boards. D. Incorporate small batches of work into the project
Answer: C
Explanation: Making work visible using kanban boards is a technique that helps to
manage the flow of work and identify bottlenecks or impediments. Kanban boards show the
status of each work item, the priority, the assignee, and the dependencies. This way, the
project manager can monitor the progress of the software development, communicate with
the team and the stakeholders, and resolve any issues that arise. Applying lean
manufacturing to limit the team’s work is not a suitable option, as it does not address the
root cause of the delays or impediments. Increasing retrospectives to deliver results fast is
not a realistic solution, as it may compromise the quality of the software and the team’s
morale. Incorporating small batches of work into the project is a good practice for agile
projects, but it does not solve the problem of lack of information or
communication. References: Project Management Professional Sample Questions, page
10, question 84. [A Guide to the Project Management Body of Knowledge (PMBOK
A project team is having difficulties understanding technical details regarding requirementsThe information was not initially provided by the customer, but the information is critical inthe current iteration for clarification on how tasks need to be accomplished How should the project manager approach this situation?
A. Request that the customer reviews and clarifies feature definitions for the current sprint B. Send a burndown chart of the current sprint to the customer and seek clarifications. C. Educate the customer and have them participate in daily standup meetings. D. Schedule weekly meetings and product reviews with the customer to clarifyrequirements
Answer: A
Explanation:
The project manager should approach this situation by requesting that the customer
reviews and clarifies feature definitions for the current sprint. This is because the customer
is the primary source of the requirements and the best person to provide the technical
details that the project team needs. By reviewing and clarifying the feature definitions, the
customer can ensure that the project team understands the requirements correctly and can
deliver the expected value in the current iteration. This will also help to avoid rework, scope
creep, and customer dissatisfaction in the future.
The other options are not the best ways to approach this situation. Sending a burndown
chart of the current sprint to the customer and seeking clarifications may not be effective,
as the burndown chart only shows the progress of the work done, not the quality or
accuracy of the work. The customer may not be able to provide the technical details based
on the burndown chart alone. Educating the customer and having them participate in daily
standup meetings may not be feasible, as the customer may not have the time, interest, or
expertise to attend the daily meetings and learn about the project details. This may also
create unnecessary dependencies and interruptions for the project team. Scheduling
weekly meetings and product reviews with the customer to clarify requirements may be too
late, as the project team needs the technical details in the current iteration, not in the next
week. This may also delay the feedback and validation process and increase the risk of
delivering the wrong product.
References:
What is Sprint Planning? | Scrum.org
A 6-step guide to requirements gathering for project success - Asana
9 Questions To Clarify Your Business Goals & Customer Needs
Sample Question 212
A project manager is managing a complex research project with a high level of uncertainty A request is made to implement a mechanism to measure the quality of the deliverables.Using a hybrid approach, what techniques can be used to achieve this goal?
A. Daily Scrum and product owner quality assessments. B. Scrum master reviews and the quality Kanban method C. Paired work and the customer role method. D. Time-boxed iterations and standup review meetings
Answer: C
Explanation:
Paired work is a technique that involves two team members working together on the same
task, sharing ideas, feedback, and quality checks. This can improve the quality of the
deliverables by reducing errors, increasing creativity, and enhancing collaboration. The
customer role method is a technique that assigns a team member to act as the customer or
end-user of the deliverable, providing input, validation, and acceptance criteria. This can
improve the quality of the deliverables by ensuring they meet the customer’s needs,
expectations, and satisfaction. Both techniques are examples of hybrid approaches that
combine elements of agile and traditional project management methods, allowing the
project manager to adapt to the high level of uncertainty and complexity of the research
During the implementation phase of a construction project, a key supplier went bankruptand cannot supply the contracted material. This issue could affect the project scheduleWhat should the project manager do first?
A. Update the issue log and act to minimize the impact B. Update the schedule to include the delay C. Add the risk and the delay to the risk register D. Escalate to the management team for delay approval
Answer: A
Explanation: According to the PMBOK Guide, an issue log is a project document that
records and tracks any issues that arise during the project and require resolution. It is part
of the project communications management process and helps the project manager to
monitor and control the project performance. When a key supplier goes bankrupt and
cannot supply the contracted material, this is an issue that affects the project scope,
schedule, cost, and quality. Therefore, the project manager should first update the issue
log with the details of the issue, such as the description, impact, priority, owner, and status.
Then, the project manager should act to minimize the impact of the issue by implementing
appropriate actions, such as finding alternative suppliers, negotiating new contracts,
adjusting the project plan, or requesting changes. The project manager should also
communicate the issue and the actions to the relevant stakeholders, such as the project
team, the sponsor, the customer, and the supplier. Updating the issue log and acting to
minimize the impact are proactive and responsible steps that the project manager should
take first to address the issue and ensure the project success. References: PMBOK
Guide, A practical approach to supply-chain risk management
Sample Question 214
A project is in the knowledge transfer phase, and a few subject matter experts (SMEs) wentto the client site for knowledge transfer The SMEs captured various process deviationswithout sharing with the project teamHow can the project manager ensure knowledge transfer across the team?
A. Ask the project team to run a deviation log review meeting with the client, highlightingthat the project may not be able to go live as scheduled B. Ask the project management office (PMO) to provide team members with real-timevisibility for deviations and facilitate team members to resolve issues C. Ask the SMEs to share the knowledge transfer documents with all other members byplacing the documents in the project management information system (PMIS) D. Ask the project team to facilitate a lessons learned session during the projectclosure phase to incorporate this issue
Answer: C
Explanation: The project manager should ask the SMEs to share the knowledge transfer
documents with all other members by placing the documents in the PMIS, as this is the
best way to ensure knowledge transfer across the team. The PMIS is a system that
collects, organizes, and distributes project information to the project stakeholders. By using the PMIS, the project manager can ensure that the process deviations captured by the
SMEs are communicated and documented to the rest of the team, and that the team has
access to the latest and accurate information. This will also help the project manager to
monitor and control the project performance and quality, and to identify and address any
issues or risks that may arise from the deviations.
Sample Question 215
A marketing team is developing ideas in order to revamp an existing product The marketingexecutive reaches out to the project manager to make sure that necessary measures are inplace for a successful launchOn what should the project manager focus?
A. Ensuring that the team is also focused on the overall change management plan B. Determining and aligning performance indicators that will help in assessing successfuldelivery C. Planning for regular project updates to cover the status of critical deliverables D. Ensuring that the scope management plan is in place to cover all related objectives
Answer: B
Explanation: The project manager should focus on determining and aligning performance
indicators that will help in assessing successful delivery of the product revamp.
Performance indicators are measurable values that demonstrate how effectively a project is
achieving its objectives and delivering value to the stakeholders. By defining and aligning
these indicators with the marketing team and the executive, the project manager can
ensure that the project scope, schedule, cost, quality, and benefits are aligned with the
expectations and needs of the customer and the organization. This will also help to monitor
and control the project performance, identify and address any issues or risks, and
communicate the project status and progress to the relevant stakeholders. References:
(Professional in Business Analysis Reference Materials source and documents)
A project is being executed The project's life cycle is defined as predictive however, amajor deliverable will be handed over incrementally to the customer The assignedresources are experienced and reliable and are willing to make decisions that the projectmanager used to make after each incremental delivery on other projectsWhat should the project manager do?
A. Schedule a steering committee meeting and obtain their approval on the request B. Support the decisions of the team and transfer the decision making responsibility tothem. C. Inform the team that although this is a hybrid environment, the project managermust still be responsible for making decisions D. Consult the product owner about letting the resources make decisions
Answer: B
Explanation: According to the PMBOK Guide, the project manager should adapt the
project management approach to the development approach and the project life cycle. In a
hybrid environment, where some aspects of the project are predictive and some are
adaptive, the project manager should balance the level of control and flexibility, and
empower the team to make decisions based on the customer feedback and the project
objectives. By supporting the decisions of the team and transferring the decision making
responsibility to them, the project manager can foster collaboration, innovation, and
Project Management Approaches and Development Lifecycles.
Sample Question 217
An experienced project manager is managing a multi-million dollar agile project The projectmanager communicates the ground rules to the team but after 12 iterations, the projectmanager starts noticing that some team members are not following the ground rules.What should the project manager do first to ensure team adherence to the ground rules?
A. Schedule a meeting with the project team to reinforce the ground rules. B. Notify the project sponsor about this behavior and ask the sponsor to take disciplinaryaction C. Contact human resources to request a written warning letter be sent to team membersnot following the ground rules. D. Ask the functional manager to replace team members not following the ground rules
Answer: A
Explanation:
The project manager should first try to address the issue of team members not following
the ground rules by scheduling a meeting with the project team to reinforce the ground
rules. This is the most proactive and collaborative approach to resolve the problem and
ensure team adherence to the ground rules. The project manager should also use this
opportunity to listen to the team members’ feedback and concerns, and make any
necessary adjustments to the ground rules to suit the project context and team dynamics.
This is consistent with the agile principles of self-organizing teams, frequent
communication, and continuous improvement. The other options are not the best choices,
as they involve escalating the issue to external parties, such as the project sponsor, human
resources, or the functional manager, without first trying to resolve it within the team. These
options may also create a negative impact on the team morale, trust, and performance, and
undermine the project manager’s leadership and authority. References: (Professional in
Business Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 9: Project Team Management, Section 9.2.2: Team
Charter
Business Analysis for Practitioners: A Practice Guide, Chapter 5: Elicitation and
Collaboration, Section 5.3.1: Ground Rules
Agile Practice Guide, Chapter 2: An Introduction to Agile, Section 2.3: Agile Teams
Sample Question 218
A project manager invites the company CEO, sponsor, team members, and an externalclient representative to a meeting to review the project management plan. The projectmanager starts to present the budget but the CEO suddenly asks to end the meetingWhat should the project manager have done to avoid this situation?
A. Reviewed the communications management plan before inviting an external clientrepresentative to the meeting B. Reviewed the cost management plan with internal participants and CEO prior to invitingan external client representative to the meeting C. Performed a root cause analysis with the external client representative and documentedthe findings in the lessons learned register D. Sent the presentation slides to internal participants first and then to the external client representative prior to the meeting
Answer: A
Explanation: The communications management plan is a component of the project
management plan that describes how project communications will be planned, structured,
implemented, and monitored for effectiveness. It also defines the communication
requirements, methods, and channels for different stakeholders, as well as the
confidentiality and security levels of the information to be shared. The project manager
should have reviewed the communications management plan before inviting an external
client representative to the meeting, to ensure that the information presented was
appropriate and authorized for external disclosure. The project manager should also have
obtained the approval of the project sponsor and the CEO before sharing any sensitive or
confidential information with the external client representative. By not reviewing the
communications management plan, the project manager may have violated the
communication policies and protocols of the organization, and potentially compromised the
project’s budget, scope, quality, or schedule. This could have caused the CEO to end the
meeting abruptly, to avoid further disclosure of information that could harm the project or
the organization. The other options are not the best choices because they do not address
the root cause of the situation, which is the lack of review of the communications
management plan. Reviewing the cost management plan with internal participants and
CEO prior to inviting an external client representative to the meeting (option B) may be a
good practice, but it does not ensure that the information shared with the external client
representative is appropriate and authorized. Performing a root cause analysis with the
external client representative and documenting the findings in the lessons learned register
(option C) may be useful after the situation has occurred, but it does not prevent the
situation from happening in the first place. Sending the presentation slides to internal
participants first and then to the external client representative prior to the meeting (option
D) may also be a good practice, but it does not guarantee that the information in the slides
is suitable and approved for external communication. References:
Project Management Professional (PMP) Reference Materials:
Professional in Business Analysis (PBA) Reference Materials:
Sample Question 219
A retail chain is evaluating a project to replace payment systems across all its stores inmultiple locations The project does not pass the financial threshold but is also expected toincrease market share, improve customer services and retain more customers The projectis planned as a phased implementation building on learning from the retrospectives duringeach phaseHow should the business increase the value of the project?
A. Quantify the expected tangible and intangible benefits in the benefits management planfor each phase B. Ask the benefits owner to reassess the identified risks that are impacting the outcomes of the financial benefits. C. Consult with experts on methods to reduce costs and increase the financial value of theproject D. Use a fishbone diagram to find the root cause of the lower financial benefits with thebenefits owner
Answer: A
Explanation: The benefits management plan is a document that describes how the
benefits of the project will be delivered, measured, and sustained. It includes the benefits
identification, analysis, planning, realization, and transition activities. By quantifying the
expected tangible and intangible benefits in the benefits management plan for each phase,
the business can increase the value of the project by demonstrating how the project
contributes to the strategic objectives, customer satisfaction, and competitive advantage of
the organization. Quantifying the benefits also helps to monitor and evaluate the
performance of the project and the benefits realization process, and to identify and address
any gaps or issues that may arise. Quantifying the benefits can also facilitate the
communication and reporting of the value of the project to the stakeholders and the senior
management. References: (Professional in Business Analysis Reference Materials source
and documents)
PMBOK® Guide, 6th edition, Section 4.5.3.1, p. 123
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline,
Domain IV: Traceability and Monitoring, Task 2, p. 13
Business Analysis for Practitioners: A Practice Guide, Section 5.3.1, p. 113
Sample Question 220
The product owner decides to launch a product after a couple of releases knowing that theminimum viable product (MVP) lacks some features One of the key stakeholders themarketing vice president is not happy with the results and questioned the release decision.What should the project manager do?
A. Support the product owner's decision and seek better alignment with this stakeholder inorder to avoid this type of issue in the future B. Coach the team on the decision-making process, assuming a risk-averse strategytowards product releasing C. Assume the responsibility for product releases making the final call on when somethingis ready for customer launch D. Escalate the issue to the sponsor questioning the authority of the key stakeholderregarding the product launch decision
Answer: A
Explanation: According to the PMBOK Guide, the project manager should manage
stakeholder expectations and engagement throughout the project life cycle. The project
manager should also support the product owner’s decisions and authority regarding the
product scope and releases. The product owner is responsible for maximizing the value of
the product and ensuring that it meets the customer needs and expectations. Therefore,
the project manager should support the product owner’s decision to launch the product with
the MVP and seek better alignment with the marketing vice president in order to avoid this
type of issue in the future. The project manager should also communicate the benefits and
risks of the product launch and solicit feedback from the stakeholder. References: PMBOK
Guide, 6th edition, pages 18, 37, 51-52, 286-287.
Sample Question 221
A project manager for a maintenance project has a contract that is renewed annually Theproject started 6 years ago After contract renewal this year the auditors reported that thisversion of the contract violates a new law that was passed last yearWhat has happened in this situation?
A. The contract has not been appropriately reviewed by the project team B. The stakeholder engagement plan has not been correctly implemented C. The legal department has not disseminated the law correctly to all staff. D. The project manager does not have enough knowledge on this legal matter
Answer: A
Explanation: According to the PMBOK Guide, the project team is responsible for
conducting procurement activities, such as planning, conducting, controlling, and closing
procurements. This includes reviewing and updating the contracts as needed to ensure
compliance with the project requirements and the applicable laws and regulations. The
project manager should also involve the legal department and other relevant stakeholders
in the contract review process to avoid any potential issues or disputes. Therefore, if the
contract violates a new law that was passed last year, it means that the project team has
not performed an adequate review of the contract before renewing it, and has failed to
identify and mitigate the risk of non-compliance. References:
PMBOK Guide, Chapter 12, Section 12.1, Plan Procurement Management
PMBOK Guide, Chapter 12, Section 12.3, Control Procurements
PMBOK Guide, Chapter 12, Section 12.4, Close Procurements
PBA Guide, Chapter 5, Section 5.3.2, Contract Review and Approv
Sample Question 222
One team member is not as active as the rest of the team during a brainstorming sessionThe project manager has a separate conversation with the team member and learns thatthe team member is slightly hearing impaired The team member appreciates the projectmanager's concern The project manager then decides to change the time and room for themeeting to ensure everyone can participateWhat interpersonal skill did the project manager use?
A. Networking B. Emotional intelligence C. Conflict management D. Influencing
Answer: B
Explanation: The correct answer is B. According to the PMBOK® Guide, emotional
intelligence is the ability to identify, assess, and manage the personal emotions of oneself
and other people, as well as the collective emotions of groups of people1. The project
manager demonstrated emotional intelligence by recognizing the team member’s situation, showing empathy and concern, and taking action to accommodate the team member’s
needs and preferences. Networking, conflict management, and influencing are also
interpersonal skills, but they are not relevant to this scenario. References: 1: PMBOK®
Guide, page 704
Sample Question 223
A transportation company is transforming its operational processes and the mam systemthis company uses to move freight The scope statement is in place An iterative deliveryapproach has been agreed by all stakeholders. What does the project manager need to donext to help the team understand the work that needs to be done?
A. Work with the team to decompose the scope into a WBS and work packages in order tocreate required deliverables and timelines. B. Work directly with stakeholders on the work breakdown structure (WBS) and assigntasks with a required timeline for each team member to start the work. C. Create the requirements management plan to outline how project requirements will becollected analyzed and documented and then assign requirements to team members D. Start working on the project management plan with work packages, a detailed schedule,and work assignments for team members
Answer: A
Explanation: An iterative delivery approach is a method of project management that
breaks down large projects into smaller cycles or iterations, each delivering a usable and
potentially releasable product increment12. An iterative delivery approach is suitable for
projects that have a high degree of uncertainty, complexity, or change, such as the
transformation of operational processes and the main system of a transportation
company3. In order to help the team understand the work that needs to be done, the project manager needs to work with the team to decompose the scope into a work
breakdown structure (WBS) and work packages. A WBS is a hierarchical decomposition of
the project scope into smaller and more manageable components, each with a unique
identifier and a clear definition of what is included and excluded4. A work package is the
lowest level of the WBS, which represents a unit of work that can be assigned, executed,
monitored, and controlled by a single person or a small group. By creating a WBS and work
packages, the project manager can help the team to:
Clarify the project scope and objectives
Identify the deliverables and outcomes of each iteration
Estimate the resources, time, and cost of each work package
Define the roles and responsibilities of each team member
Establish the dependencies and sequence of work packages
Monitor and control the progress and quality of each iteration
Communicate and collaborate effectively with stakeholders References:
Incremental Delivery and the Principles of the Agile Manifesto
What is Iterative, Incremental Delivery? The Hunt for the Perfect …
An iterative and incremental approach to planning ERP projects
Work Breakdown Structure (WBS) | Project Management Institute
[Work Package - Project Management Knowledge]
Sample Question 224
An agile project is in its eighth iteration out of 16 After the last iteration review, the teammembers receive feedback from the security department about regulations with which theproject must complyWhich two actions should the project manager take? (Choose two)
A. Ask the team members to analyze the impact of including this regulation B. Ask the stakeholders about the priority of this regulation C. Ask the product owner to include the requirements in the product backlog D. Ask the security department for details about regulations E. Ask the team members to include the requirements in the next iteration
Answer: A,C
Explanation:
The project manager should take two actions to address the feedback from the security
department about regulations that the project must comply with. The first action is to ask
the team members to analyze the impact of including this regulation on the project scope,
schedule, cost, quality, and risk. This will help the project manager to understand the
implications and trade-offs of incorporating the regulation, and to plan accordingly. The
second action is to ask the product owner to include the requirements in the product
backlog, and prioritize them based on their value and urgency. This will ensure that the
regulation is properly documented and communicated to the team and stakeholders, and
that it is aligned with the project vision and goals. The project manager should also
collaborate with the product owner and the team to determine the best way to deliver the
regulation in the upcoming iterations, and to monitor and control its implementation and
verification.
Option B is not a good choice, because it is not the project manager’s responsibility to ask
the stakeholders about the priority of the regulation. The project manager should defer to
the product owner, who is the primary person responsible for managing the product
backlog and prioritizing the requirements. The project manager should support the product
owner in engaging the stakeholders and obtaining their feedback and approval, but not
make the decision on their behalf.
Option D is not a good choice, because it is not a proactive or timely action. The project
manager should not wait until the feedback is received to ask the security department for details about the regulations. The project manager should have identified and engaged the
security department as a key stakeholder early in the project, and obtained their input and
expectations regarding the regulations. The project manager should also have established
a regular and effective communication channel with the security department, and ensured
that they are involved and informed throughout the project lifecycle.
Option E is not a good choice, because it is not a realistic or feasible action. The project
manager should not ask the team members to include the requirements in the next
iteration, without considering the impact, priority, and complexity of the regulation. The
project manager should respect the team’s autonomy and capacity, and avoid imposing
unrealistic or arbitrary deadlines. The project manager should also follow the agile
principles and practices, and allow the team to self-organize and plan their work based on
the product backlog and the iteration goals.
References: 1: Project Management Professional (PMP)® Certification 2: A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition
Sample Question 225
An agile team has been struggling to keep up with the planned pace, which is frequentlyresulting in sprint failures What should the project manager do to help avoid this situation inthe future?
A. Switch to a Kanban approach, implementing features on a first-come, first-serve basis, fostering a sustainable pace B. Review the velocity of the team over the last several sprnts and adjust the planaccordingly C. Ask the project sponsor to approve overtime to compensate for the lack of performancewhile adjusting the plan D. Replace junior team members with more experienced ones and negotiate the projectscope to compensate for the budget gap
Answer: B
Explanation: Team velocity is a measure of a team’s effective productivity and capacity in
agile development. It indicates the amount of work a team can accomplish in a given sprint,
usually expressed in story points1. Team velocity can vary from sprint to sprint due to
various factors, such as team size, complexity, dependencies, quality, and external
interruptions2. Therefore, it is important for the project manager to monitor and review the
team velocity over the last several sprints and use the average or trend as a basis for
planning and forecasting future sprints3. By adjusting the plan according to the team
velocity, the project manager can help the team avoid overcommitting or underdelivering,
and set realistic and achievable sprint goals4.
The other options are not the best choices for the project manager in this situation.
Switching to a Kanban approach (option A) may not solve the problem of sprint failures, as
Kanban is a different agile framework that does not use fixed-length iterations or predefined
roles. Kanban focuses on visualizing the workflow, limiting the work in progress, and
optimizing the flow of value5. While Kanban can help the team improve efficiency and
flexibility, it may not be suitable for every project or organization, and it may require a
significant change in the team’s culture and processes. Asking the project sponsor to
approve overtime (option C) may not be a sustainable or effective solution, as it may lead
to burnout, lower quality, higher costs, and reduced motivation among the team members6.
Replacing junior team members with more experienced ones (option D) may not be
feasible or desirable, as it may disrupt the team’s dynamics, trust, and collaboration. It may
also create resentment, conflict, and turnover among the team members. Negotiating the
project scope to compensate for the budget gap may not be aligned with the project’s
objectives, stakeholders’ expectations, or agile principles7.
References: 1: What is team velocity and how to calculate it - LogRocket Blog 2: Home -
Team Velocity - Fueled by Apollo 3: How to Calculate Team Velocity in Agile Project
Management 4: [How to Use Team Velocity to Plan Sprints | monday.com Blog] 5: Kanban
- A brief introduction | Atlassian 6: [The Impact of Overtime on Productivity and Quality in
A product owner presented the backlog to the team, and the team raised concerns overimplementing some of the features due to various impediments What should the projectmanager suggest that the product owner do next?
A. Ensure that the impediments are captured and prioritized based upon the highest valued features B. Estimate the financial impact of the impediments and request additional funding C. Begin to remove the impediments, starting with the easiest ones first, to foster teamaccomplishment D. Capture the impediments and inform management that their assistance is neededin resolving the impediments
Answer: A
Explanation:
According to the Professional in Business Analysis (PMI-PBA)® Guide, an impediment is
anything that prevents the team from delivering value or achieving its goals. An impediment
can be internal or external, technical or non-technical, and can affect the quality, scope,
schedule, cost, or risk of the project. In this scenario, the product owner has presented the
backlog to the team, and the team has raised concerns over implementing some of the
features due to various impediments. The project manager should suggest that the product
owner ensure that the impediments are captured and prioritized based on the highest
valued features. This would help the product owner to address the most critical
impediments first, and to align the backlog with the project objectives and stakeholder
expectations. This would also help the team to focus on delivering the most valuable
features, and to overcome the impediments with the support of the product owner and the
project manager. Estimating the financial impact of the impediments and requesting
additional funding, beginning to remove the impediments starting with the easiest ones first,
or capturing the impediments and informing management that their assistance is needed
are actions that should be taken after the impediments are captured and prioritized, not
before. These actions do not address the root cause of the situation, which is the
misalignment between the backlog and the team’s capabilities. References: (Professional
in Business Analysis Reference Materials source and documents)
Professional in Business Analysis (PMI-PBA)® Guide, Chapter 6, Section 6.3.1.2
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 9, Section 9.2.2.2
The Standard for Project Management – Seventh Edition, Chapter 3, Section
3.2.2.2
Sample Question 227
One of the main inputs required for a deliverable is missing due to a miscommunicationbetween the vendor and project manager Because of the missed deliverable, the criticalpath of the project is extendedWhat should the project manager do next?
A. Start an audit of the vendor's processes and procedures B. Review lessons learned from previous projects with this vendor C. Make a detailed analysis on vendor issues during the project D. Execute a contingency plan to address the issue with the vendor
Answer: D
Explanation:
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to implement risk responses to address the issues and opportunities that may
affect the project objectives and outcomes. This includes executing contingency plans,
which are predefined actions or strategies that are triggered by the occurrence of a risk
event. In this scenario, the missing input from the vendor is a risk event that has extended
the critical path of the project, which means that the project schedule is at risk of being
delayed. Therefore, the project manager should execute a contingency plan to address the
issue with the vendor and recover the lost time. Option D is the best answer for this
question.
Option A is not the best answer because starting an audit of the vendor’s processes and
procedures is not the next thing that the project manager should do. It is a possible action
that the project manager may take to identify the root cause of the miscommunication and
prevent it from happening again, but it is not a timely or effective action to resolve the
current issue. Moreover, starting an audit may not always be feasible or desirable, as it
may increase the project costs and risks, and may damage the relationship with the
vendor.
Option B is not the best answer because reviewing lessons learned from previous projects
with this vendor is not the next thing that the project manager should do. It is a good
practice to learn from past experiences and apply them to current projects, but it is not a
relevant or helpful action to deal with the current issue. Reviewing lessons learned may not
always be accurate or reliable, as the vendor may have changed their processes or
procedures since the previous projects.
Option C is not the best answer because making a detailed analysis on vendor issues
during the project is not the next thing that the project manager should do. It is a possible
action that the project manager may take to monitor and evaluate the vendor’s
performance and identify any gaps or improvements, but it is not a proactive or adaptive
action to address the current issue. Making a detailed analysis may not always be
necessary or appropriate, as it may delay the project delivery and may not reflect the
current or future state of the vendor’s situation. References: PMBOK Guide, 7th edition,
pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60.
Sample Question 228
A project manager has been assigned to an education project with the objective of traininga workforce in application development One of the deliverables is to provide internships tothe best students in the customer's active projects However the customer does not haveenough projects in progress right now The project manager decides to create severalinternal projects in order to ensure the internshipsWhich three actions should the project manager take to fulfill this scenario without addingcosts for the customer? (Choose three)
A. Use the project's contingency budget B. Create a change request with the scope of the new internal projects. C. Influence the client to initiate a new project. D. Create a work breakdown structure (WBS) of the new scope with the internal projects E. Manage the quality of the delivery
Answer: B,D,E
Explanation: Creating internal projects to provide internships for the students is a change
in the project scope that requires approval from the customer and other
stakeholders. Therefore, the project manager should create a change request with the
scope of the new internal projects and submit it to the Perform Integrated Change Control
process1. The change request should include the rationale, benefits, risks, and impacts of
the proposed change on the project objectives, deliverables, schedule, cost, quality, and
resources. The project manager should also update the project management plan and
other relevant documents to reflect the change in scope. To plan and execute the new internal projects, the project manager should create a work
breakdown structure (WBS) of the new scope with the internal projects2. A WBS is a
hierarchical decomposition of the project scope into manageable deliverables and work
packages. A WBS helps the project manager to define, organize, and monitor the project
work, as well as to allocate resources, assign responsibilities, and estimate costs and
durations. The project manager should involve the project team and the interns in creating
the WBS to ensure their buy-in and commitment.
To ensure that the internal projects meet the customer’s expectations and the project’s
quality standards, the project manager should manage the quality of the delivery3. Quality
management involves planning, implementing, and controlling quality activities to ensure
that the project deliverables conform to the requirements and specifications. The project
manager should use quality tools and techniques, such as quality checklists, audits,
inspections, testing, and reviews, to measure and improve the quality of the internal
projects. The project manager should also document and communicate the quality results
and feedback to the project team, the interns, the customer, and other stakeholders.
References:
How To Successfully Perform Integrated Change Control
Work Breakdown Structure (WBS) in Project Management
Quality Management - Project Management Institute
Sample Question 229
The project manager of an agile project has been asked to reduce the budget by 30%Since this is a small project team, the budget is primarily allocated to resourcesWhat strategy should the project manager use in order to keep delivering value in arestricted environment?
A. Reduce the project staff and adjust the scope and timelines accordingly in support of thebudget reduction. B. Balance the project team in order to accommodate the budget challenges, and providetraining to mitigate the risk of low performance C. Prioritize the product backlog looking for high business value and low effort, and adjustthe project budget and staffing to account for those items. D. Restrict the project scope only to basic critical features and run the project with thecurrent staffing level until all of the budget is consumed
Answer: C
Explanation:
The project manager should prioritize the product backlog looking for high business value
and low effort, and adjust the project budget and staffing to account for those items, as this
is a strategy that aligns with the agile principles of delivering value early and often, and
responding to change over following a plan1. By focusing on the most valuable and
feasible features, the project manager can maximize the return on investment and
customer satisfaction, while minimizing the waste and risk. The project manager should
also collaborate with the product owner, the team, and the stakeholders to review and
reprioritize the product backlog regularly, and to adapt to the changing requirements and
constraints. Reducing the project staff and adjusting the scope and timelines accordingly in
support of the budget reduction (option A) may not be a viable strategy, as it could compromise the quality and functionality of the product, and create dissatisfaction and
demotivation among the team and the customers. Balancing the project team in order to
accommodate the budget challenges, and providing training to mitigate the risk of low
performance (option B) may not be a feasible strategy, as it could incur additional costs
and time, and disrupt the team dynamics and productivity. Restricting the project scope
only to basic critical features and running the project with the current staffing level until all
of the budget is consumed (option D) may not be an effective strategy, as it could ignore
the feedback and expectations of the customers, and miss the opportunities to deliver
incremental value and improve the product. References:
1: Agile Practice Guide, Project Management Institute, Inc., 2017, p. 8.
Sample Question 230
During a daily standup meeting, a roadblock was raised that is preventing one of the teammembers from proceeding with work The project manager figures out that it is due to atechnical issue.What should the project manager do to prioritize this critical impediment?
A. Solve the issue for the team member. B. Perform a brainstorming session to address the issue and add the solution to the sprint. C. Escalate the issue to the software vendor for technical resolution D. Coach the team to come up with their own solution and add it to the next sprint
Answer: B
Explanation: According to the PMBOK Guide, the project manager should facilitate the removal of impediments that may hinder the team’s progress and performance. The project
manager should also encourage the team to collaborate and self-organize to find the best
solutions for the project issues. Therefore, the project manager should conduct a
brainstorming session with the team to identify the root cause of the technical issue,
generate possible alternatives, and select the most suitable one. The project manager
should then add the solution to the current sprint backlog and monitor its implementation
In a time-critical construction project, a misunderstanding occurred between the supervisorand the technician The misunderstanding turned into a major conflict and the technicianhas complained to the project manager that they cannot continue to work under thesupervisor any longer. The supervisor cites the technicians poor performance as thereason for the conflict How should the project manager resolve the problem?
A. Talk to the supervisor to tone down their approach and attitude. B. Provide a just-in-time training to the technician to improve their skill set. C. Use a direct, collaborative approach with the technician and supervisor. D. Replace the technician with a high performing resource as time is critical
Answer: C
Explanation: According to the PMBOK Guide, conflict management is the process of
identifying and addressing differences that, if left unresolved, could affect project
performance1. The project manager should use appropriate conflict resolution techniques
to facilitate constructive interactions among stakeholders and foster a collaborative project
environment2. One of the conflict resolution techniques is collaborating, which involves
incorporating multiple viewpoints and insights from different perspectives, and leads to
consensus and commitment3. In the given scenario, the project manager should use a
direct, collaborative approach with the technician and supervisor to understand the root
cause of the conflict, address their concerns, and find a mutually acceptable solution that
does not compromise the project objectives. This approach would also help to improve the
relationship and trust between the technician and supervisor, and enhance their
performance and motivation. References:
1: PMBOK Guide, 6th edition, p. 504
2: PMBOK Guide, 6th edition, p. 505
3: PMBOK Guide, 6th edition, p. 507
Sample Question 232
A project manager is leading a project with several stakeholders in other functional areas ofthe company One of these stakeholders has just been promoted to lead another functionalarea, and remains a stakeholder for this projectWhat should the project manager have the project team update to ensure propercommunications to stakeholders?
A. Project management plan B. Stakeholder engagement plan C. Stakeholder register D. Communications management plan
Answer: C
Explanation: The stakeholder register is a project document that identifies and classifies
the project stakeholders, their roles, interests, expectations, and influence levels. It is an
output of the Identify Stakeholders process, which is the first process in the Project
Stakeholder Management knowledge area. The stakeholder register should be updated
whenever there are changes in the project environment or stakeholder information, such as
a promotion, a change of role, or a change of contact details. Updating the stakeholder
register will help the project manager and the project team to communicate effectively and
appropriately with the stakeholders, and to manage their expectations and engagement
levels throughout the project life cycle.
The project management plan is a comprehensive document that describes how the project
will be executed, monitored, and controlled. It integrates and consolidates the subsidiary
plans and baselines from the different knowledge areas, such as scope, schedule, cost,
quality, resources, communications, risk, procurement, and stakeholder management. The project management plan is an output of the Develop Project Management Plan process,
which is the second process in the Project Integration Management knowledge area. The
project management plan should be updated only when there are changes in the project
scope, objectives, deliverables, or approach, and when these changes are approved
through the Perform Integrated Change Control process. Updating the project management
plan for a stakeholder promotion is not necessary, unless it affects the project scope or
other aspects of the project.
The stakeholder engagement plan is a subsidiary plan of the project management plan that
describes the strategies and actions to increase the support and minimize the resistance of
the stakeholders throughout the project. It is an output of the Plan Stakeholder
Engagement process, which is the second process in the Project Stakeholder Management
knowledge area. The stakeholder engagement plan should be updated when there are
changes in the stakeholder engagement levels, needs, or expectations, and when these
changes are approved through the Perform Integrated Change Control process. Updating
the stakeholder engagement plan for a stakeholder promotion may be required, depending
on how it affects the stakeholder’s interest, influence, or power over the project.
The communications management plan is a subsidiary plan of the project management
plan that describes the communication methods, formats, frequency, and responsibilities
for the project. It is an output of the Plan Communications Management process, which is
the first process in the Project Communications Management knowledge area. The
communications management plan should be updated when there are changes in the
communication requirements, preferences, or channels of the project stakeholders, and
when these changes are approved through the Perform Integrated Change Control
process. Updating the communications management plan for a stakeholder promotion may
be necessary, depending on how it affects the stakeholder’s communication needs or
preferences.
Therefore, the correct answer is C. Stakeholder register, as it is the most relevant and
appropriate document to update for a stakeholder promotion.
A technical subject matter expert (SME) identifies an occurrence that should be captured inthe project's lessons learned The SME asks the project manager to write, document andinclude it in the lessons learned registerWhat should the project manager do?
A. Assign the documenting task to a project team member B. Ask the SME to document and capture the occurrence. C. Request the SME to wait until the project closure phase. D. Take ownership of documenting this information
Answer: D
Explanation:
The project manager is responsible for ensuring that the project’s lessons learned are
captured, documented, and stored in the lessons learned register. The lessons learned
register is a project document that records the knowledge gained from the project activities
and processes, and that can be used in the current project and entered into the lessons
learned repository for future projects12. The project manager should take ownership of
documenting the occurrence that the SME identified, as it is part of the project manager’s
role to facilitate the lessons learned process and to encourage the project team and other
stakeholders to share their experiences and feedback. The project manager should also
verify the accuracy and completeness of the information, and ensure that it is relevant and
useful for the project and the organization. The project manager should update the lessons
learned register throughout the project, not only at the end, as this allows the project team
to learn and improve continuously. This is part of the Manage Project Knowledge process,
which aims to use existing knowledge and create new knowledge to achieve the project
objectives and contribute to organizational learning13. The other options are not the best
choices because they do not reflect the project manager’s accountability and leadership fo the lessons learned process. Assigning the documenting task to a project team member
(option A) may delegate the project manager’s responsibility and reduce the project
manager’s involvement and oversight of the lessons learned process. Asking the SME to
document and capture the occurrence (option B) may shift the burden to the SME and
discourage the SME from sharing more information and insights. Requesting the SME to
wait until the project closure phase (option C) may delay the documentation and
dissemination of the valuable knowledge and prevent the project team from applying it in
the current project. References:
Project Management Professional (PMP) Reference Materials:
Professional in Business Analysis (PBA) Reference Materials:
Sample Question 234
After a couple of iterations the project manager decides to present the product to a keystakeholder The stakeholder's feedback is that the team missed the mark on many featuresWhat should the project manager do to avoid this in the future?
A. Set up requirements-gathering sessions with all key stakeholders to evaluate the scopeonce again and reprioritize the backlog based on the sessions. B. Schedule adequate sprint demos to gather early feedback from the stakeholders andadapt the plan accordingly C. Incorporate design thinking practices into the project life cycle to better understand theproduct's personas and be more effective to match their needs. D. Evaluate the team's skills to look for someone with experience in product design andassign that person the task of rebuilding the product interface
Answer: C
Explanation: Design thinking is a human-centered approach to problem-solving that
involves empathy, ideation, prototyping, and testing. It helps project managers and teams
to understand the needs, preferences, and pain points of the end users and stakeholders,
and to create solutions that are desirable, feasible, and viable. By incorporating design
thinking practices into the project life cycle, the project manager can avoid missing the
mark on many features and deliver a product that meets or exceeds the stakeholder’s
expectations. Some of the design thinking practices that can be applied in the project life
cycle are:
Stakeholder mapping: This is a technique to identify and analyze the key
stakeholders of the project, their roles, interests, expectations, and influence. It
helps to align the project objectives with the stakeholder needs and to plan the
communication and engagement strategies. Stakeholder mapping can be done at
the initiation stage of the project and updated throughout the project as needed.
Persona creation: This is a technique to create fictional characters that represent
the typical end users of the product. Personas help to empathize with the users
and to design the product features and functions that suit their needs, goals, and
behaviors. Persona creation can be done at the planning stage of the project and
validated with real users during the execution stage.
User journey mapping: This is a technique to visualize the steps and interactions
that the users go through when using the product. User journey mapping helps to
identify the pain points, opportunities, and emotions of the users and to design the
product features and functions that enhance their experience. User journey
mapping can be done at the planning stage of the project and refined with user
feedback during the execution stage.
Prototyping and testing: This is a technique to create and test low-fidelity or highfidelity
versions of the product with the users and stakeholders. Prototyping and
testing help to validate the assumptions, gather feedback, and improve the product
features and functions. Prototyping and testing can be done iteratively at the
execution stage of the project and finalized at the closing stage. References:
2: 4 Reasons Project Stakeholder Feedback is Important
3: How to Gather and Control Stakeholder Feedback and Reaction 4: Overcoming the Challenges of Collecting Stakeholder Feedback for Project
Management
[5]: Design Thinking for Project Managers - PMI
[6]: Design Thinking for Project Management - ProjectManager
Sample Question 235
During the third iteration, the team encounters a major delay that has not had significantimprovements over the last few weeks What should the project manager do?
A. Retrospect frequently and suggest improvements. B. Incorporate a predictive approach for this element. C. Implement mitigation strategies for this element D. Request additional team members to help with improvements
Answer: A
Explanation: I need to search the Professional in Business Analysis Reference Materials
study guide for a comprehensive and detailed explanation. References: I need to search
the Professional in Business Analysis Reference Materials source and documents for
references.
However, based on the web search results from my internal tool, I can provide you with
some possible hints and tips on how to approach this question.
One possible technique to deal with project delays is to use an iterative process,
which involves breaking down the project into smaller cycles or iterations, each
with its own planning, execution, and evaluation. This allows the project team to
adapt to changing requirements, feedback, and risks, and deliver value
incrementally. How to use an iterative process for projects | monday.com Blog
Another possible technique is to conduct regular retrospectives, which are
meetings where the project team reflects on what went well, what went wrong, and
what can be improved in the next iteration. Retrospectives help to identify the root
causes of delays, learn from mistakes, and implement corrective actions. 10 Tips
to Handle Project Delays - Gantt Chart GanttPRO Blog
A third possible technique is to use risk management strategies, such as
avoidance, mitigation, transfer, or acceptance, to deal with the potential or actual
threats that cause delays. Risk management involves identifying, analyzing,
prioritizing, and responding to risks throughout the project lifecycle. 10 Causes of
Projects Delays and How to Manage Them | ActiveCollab
Sample Question 236
During project execution, the project manager notices that the work performance reportshave deteriorated drastically in less than two weeks The project team in country A iscomplaining about delays resulting from holidays occurring in country B that have impactedtheir project team How should the project manager handle this situation?
A. Implement crashing to compress the schedule and improve the schedule performanceindex (SRI). B. Implement fast-tracking to compress the schedule and improve the SPI C. Perform conflict management using the project's resource management plan. D. Review the risk management plan to evaluate the probability and impact of these delays
Answer: D
Explanation: The project manager should review the risk management plan to evaluate
the probability and impact of these delays, and determine the appropriate response
strategies. The risk management plan is a document that describes how risk management
activities will be planned, structured, and performed throughout the project. It includes the
processes, roles and responsibilities, tools and techniques, risk categories, risk appetite,
risk thresholds, and risk response strategies for the project1. By reviewing the risk
management plan, the project manager can identify the risks that are causing or
contributing to the delays, such as cultural differences, communication barriers, or
schedule conflicts. The project manager can also assess the likelihood and severity of
these risks, and their effect on the project objectives, such as scope, time, cost, quality,
and stakeholder satisfaction. Based on this analysis, the project manager can select the
best risk response strategies, such as avoid, transfer, mitigate, exploit, share, enhance, or
accept, and implement them to reduce the negative impact or increase the positive impact
of the risks2. The project manager can also update the risk register, which is a document
that records the details of all identified risks, their analysis, and their response plans3.
The other options, implementing crashing, fast-tracking, or conflict management, are not
the best ways to handle this situation. Crashing and fast-tracking are schedule
compression techniques that can be used to shorten the project duration without changing
the project scope4. However, these techniques have drawbacks, such as increasing costs,
risks, or rework, and they may not address the root causes of the delays. Conflict
management is a process of resolving disagreements among project stakeholders, such as
team members, sponsors, customers, or suppliers5. However, conflict management may
not be effective if the delays are caused by external factors, such as holidays, that are
beyond the control of the project team.
References: 1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Sixth Edition, Chapter 11.1.3.1 2 A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) – Sixth Edition, Chapter 11.5.2 3 A Guide to the Project Management
Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 11.4.2.1 4 A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter
6.6 5 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth
Edition, Chapter 9.5
Sample Question 237
A project manager is assigned to a new project to deliver a product at the end of the year.The project manager was informed by the vendor that a core component could not beshipped on time, which will impact the schedule.What should project manager to do next to minimize the impact on the project?
A. Schedule a meeting with all stakeholders to extend the project deadline B. Replace the vendor with a new vendor who can offer the component on time C. Add an item to the next status review to make stakeholders aware of the vendor issue. D. Review and update the issue log and determine if any alternative components can beoffered
Answer: D
Explanation: According to the PMBOK Guide, an issue is a point or matter in question or
in dispute, or a point or matter that is not settled and is under discussion or over which
there are opposing views or disagreements1. Issues can arise from any aspect of the
project, such as scope, schedule, cost, quality, resources, risks, or stakeholders. Issues
can affect the performance of the project or the satisfaction of the stakeholders. Therefore,
issues need to be identified, analyzed, and resolved in a timely and appropriate manner.
The project manager is responsible for managing issues throughout the project life cycle.
One of the tools that the project manager can use to document and track issues is the
issue log. The issue log is a project document that provides a structured way of recording
and monitoring issues2. The issue log typically contains information such as the issue
description, the issue owner, the issue priority, the issue status, the issue resolution, and
the issue closure date3.
In this question, the project manager is faced with an issue that can affect the project
schedule and the delivery of the product. The vendor’s inability to ship a core component
on time is a matter that is not settled and is under discussion with the vendor. The project
manager should review and update the issue log to record this issue and its details. The
project manager should also determine if any alternative components can be offered by the
vendor or another source that can meet the project requirements and minimize the
schedule impact. This is part of the issue resolution process, which involves identifying and
evaluating possible solutions, selecting the best option, and implementing the agreed-upon
action4. The other options are not the best actions to take next to minimize the impact on the
project. Scheduling a meeting with all stakeholders to extend the project deadline is
premature and may not be necessary if the issue can be resolved with an alternative
component. Replacing the vendor with a new vendor who can offer the component on time
is risky and may not be feasible or cost-effective. Adding an item to the next status review
to make stakeholders aware of the vendor issue is important, but it does not address the
issue resolution or the schedule impact.
References: 1: PMBOK Guide, 6th edition, p. 720 2: PMBOK Guide, 6th edition, p. 89 3:
PMBOK Guide, 6th edition, p. 374 4: PMBOK Guide, 6th edition, p. 375
Sample Question 238
A project manager is managing a project to develop a new tool Because of the nature ofthe project, the project manager decides to use an agile approach One of the identifiedrisks becomes an issue when the project manager finds out that another company patenteda very similar tool.What should the project manager do to address this issued
A. Schedule a meeting with critical stakeholders to review the issue and decide on the nextsteps B. Put the project on hold and release the resources until the issue is resolved C. Inform the product owner and log the issue in the risk register to monitor closely for nextsteps. D. Contact the company that owns the patent of the similar tool to compare the similaritiesand differences with the current project.
Answer: A
Explanation:
A project manager who is using an agile approach should be able to respond to changes
and issues quickly and effectively. One of the principles of agile project management is to
collaborate with stakeholders and customers frequently and openly. Therefore, when the
project manager discovers that another company has patented a very similar tool, the best
course of action is to schedule a meeting with the critical stakeholders, such as the product
owner, the sponsor, the legal team, and the development team, to review the issue and
decide on the next steps. This way, the project manager can communicate the impact of
the issue, seek feedback and input from the stakeholders, and explore possible solutions or
alternatives. The meeting should also result in clear action items and responsibilities for
resolving the issue and mitigating the risk. References:
Agile Practice Guide, page 11
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), page
A multinational company has a plan to expand their business into a new country wherethey currently have no presence A project manager is assigned to initiate this projectAfter reviewing the business case, what should be considered first when developing anappropriate implementation strategy?
A. Acquire project resources from the new country to mitigate the risk of uncertainty B. Evaluate the environmental and regulatory factors and identify high-level risks andassumptions C. Identify and monitor the risks closely since the company does not have lessons learnedfor this country. D. Ensure that project sponsors are in agreement on the project deliverables and timelineduring the project
Answer: B
Explanation:
An implementation strategy is a document that describes the necessary steps for the
execution of a project1. An implementation strategy enables the project manager to
manage the changes required with minimum disruption to the organization and its various
stakeholders, also addressing the concerns of stakeholders outside the project
team2. Before developing an implementation strategy, the project manager should review
the business case and consider the environmental and regulatory factors that may affect
the project in the new country, such as political, economic, social, technological, legal, and
environmental aspects3. The project manager should also identify the high-level risks and
assumptions that may impact the project scope, schedule, cost, quality, and resources4.
These factors will help the project manager to define the project objectives, deliverables,
scope, and requirements, as well as to select the appropriate project management
methodology, tools, and techniques for the project.
Evaluating the environmental and regulatory factors and identifying high-level risks and
assumptions should be considered first when developing an implementation strategy, as
they provide the foundation for the project planning and execution. Acquiring project
resources from the new country, monitoring the risks closely, and ensuring the project
sponsors’ agreement are important activities, but they should be done after the initial
assessment of the project environment and context.
References:
1: What Is an Implementation Plan? (Template & Exampl Included)(https://www.projectmanager.com/blog/implementation-plan)
During the daily meetings with the team the project manager notices that a new teammember is not making the expected progress on an assigned task What should the projectmanager do?
A. Ask the new team member to follow the team ground rules. B. Ask an experienced team member to identify a replacement C. Ask the new team member to reassess their own capabilities D. Ask an experienced team member to coach the new team member
Answer: D
Explanation:
The project manager should ask an experienced team member to coach the new team
member, as this is a strategy for developing the skills and performance of the new team
member. According to the PMI website, coaching is one of the interpersonal and team skills
that a project manager should have. Coaching is a process of providing guidance,
feedback, and support to help someone improve their abilities and achieve their goals. By
asking an experienced team member to coach the new team member, the project manager
can leverage the knowledge and expertise of the existing team, and foster a culture of
learning and collaboration. The project manager can also monitor the progress and results
of the coaching, and provide recognition and rewards to both the coach and the coachee.
The other options, asking the new team member to follow the team ground rules, asking an
experienced team member to identify a replacement, or asking the new team member to
reassess their own capabilities, are not the best ways to deal with a new team member
who is not making the expected progress on an assigned task. Asking the new team
member to follow the team ground rules may help the new team member to understand the
expectations and norms of the team, but it does not address the specific issues or
challenges that the new team member is facing. Asking an experienced team member to
identify a replacement may be a drastic and demotivating measure, that may not be
feasible or fair to the new team member. Asking the new team member to reassess their
own capabilities may be a constructive feedback, but it does not provide any support or
assistance to the new team member.
References: 1 Interpersonal and Team Skills - Project Management Institute 2 A Guide to
the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter
9.4.2.4 3 Business Analysis for Practitioners: A Practice Guide, Chapter 5.3.3
Sample Question 241
Stakeholders in some industries prefer to deal with programmers and system analystsdirectly, bypassing project managers. This complicates managing resources on projectsHow should a project manager solve this issue?
A. Propose implementing a new project management information system (PMIS). B. Request a meeting with senior management to escalate the situation C. Promote adoption of the communications management plan with the project team. D. Host a team-building event to develop team cohesion and improve communication
Answer: C
Explanation: the one that reflects the best practice of managing stakeholder expectations
and communication, based on the project management plan and the stakeholder
engagement plan. Reference: PMP Exam Set F – Q83 - This is a similar question with the
same answer choices and a detailed explanation of why each option is correct or incorrect.
It also provides a reference to the PMBOK Guide, Sixth Edition, page 518.
Sample Question 242
A project in the execution phase is behind schedule and is missing some materials Thecontractor submits an offer to supply the missing materials and reimburse the cost sincethe internal procurement process will cause more delay The project manager does notagree with the costs submitted by the contractor for the missing materialsWhat should the project manager do next?
A. Ask the project sponsor to allocate more budget to cover the costs B. Update the procurement management plan and negotiate with the contractor. C. Ask the contractor to review the offer and reduce the costs. D. Update the procurement strategy and negotiate with the contractor
Answer: B,D
Explanation: According to the PMBOK Guide, 7th edition, one of the project manager’s
responsibilities is to develop the project team, which includes enhancing their
competencies and interactions1. This can be done through various methods, such as
training, coaching, mentoring, knowledge sharing, and feedback1. In this scenario, the
project manager notices that only one team member has a technical skill that is essential
for the product quality and schedule. This creates a risk of dependency, delay, and error.
To prevent the team from being unqualified, the project manager should take two actions:
Encourage working in pairs and knowledge sharing: This is a form of informal
training that allows the team members to learn from each other and transfer the
technical skill. It also fosters collaboration, communication, and trust among the
team members12.
Facilitate a training event with an external trainer: This is a form of formal training
that provides the team members with a structured and standardized learning
experience. It also ensures that the team members acquire the technical skill from
a qualified and experienced source13.
These two actions will help the project manager develop the project team’s competencies
and performance, as well as mitigate the risk of quality and schedule issues.
References:
PMBOK Guide, 7th edition, Chapter 9: Team Development
Professional in Business Analysis (PMI-PBA) Handbook, page 23
According to the Project Management Professional (PMP)® Guide, the procurement
management plan is a document that describes how the project will acquire goods and
services from external sources. It includes the procurement strategy, the contract types, the
procurement roles and responsibilities, the procurement documents, the procurement
process, and the change control process. The procurement management plan should be
updated whenever there are changes in the project scope, schedule, budget, quality, or
risks that affect the procurement activities. In this case, the project manager should update
the procurement management plan to reflect the current situation of the project and the
contractor’s offer. Then, the project manager should negotiate with the contractor to reach
a mutually acceptable agreement on the costs, terms, and conditions of the contract.
Negotiation is a technique that involves communication, problem-solving, and decisionmaking
to resolve conflicts and disputes between parties. Negotiation can help the project
manager and the contractor to achieve a win-win outcome that satisfies both their interests
and objectives. Negotiation can also help to maintain a positive and collaborative
relationship between the project manager and the contractor, which is essential for the
successful completion of the project. References:
1: Project Procurement Management - PMI
2: Procurement Management Plan Template - Project Management Docs
3: Negotiation - PMI
[4]: Negotiation Skills for Project Managers - ProjectManager
Sample Question 243
A project manager is working on a software development project. A team member complains that since the project tasks are very simple, there is no reason to perform qualitycontrol The project manager understands that removing the quality management plan fromthe project will also help to save money, which is important to the customerWhat should the project manager do?
A. Register starting the project without a quality management plan as a risk, and allocatethe budget savings to the management reserve B. Develop the quality management plan, as quality is as equally important as cost andschedule management. C. Get confirmation from management that the team member has enough experienceto build software without quality control D. Ask the customer to order an external quality audit after accepting the projectdeliverable, and decrease the budget of the project
Answer: B
Explanation:
A quality management plan is a document that describes how the project team will ensure
that the project deliverables meet the quality standards and expectations of the customer
and other stakeholders1. Quality is not only about the final product, but also about the
processes and activities that produce it2. A quality management plan defines the quality
methodology, standards, criteria, activities, tools, resources, reporting, and corrective
actions that will be applied throughout the project life cycle to achieve quality objectives3. A
quality management plan is important because it helps the project manager and the project
team to:
Align the project scope with the customer requirements and needs
Prevent or minimize defects, errors, and rework
Enhance customer satisfaction and loyalty
Improve team performance and collaboration
Reduce project risks and costs
Increase project value and benefits Therefore, the project manager should develop
the quality management plan, as quality is as equally important as cost and
schedule management. Quality is one of the key constraints of the project
management triangle, along with scope, time, and cost4. Balancing these
constraints is essential for delivering a successful project that meets the
expectations of the customer and other stakeholders. Ignoring or compromising
quality can have negative impacts on the project outcome, such as poor
functionality, usability, reliability, or security of the software product, or low
customer satisfaction, trust, or retention. The project manager should also
communicate the importance of quality to the team member who complains about
quality control, and explain how quality control activities, such as testing,
inspection, or review, can help them identify and correct any issues or defects in
their work, and ensure that they deliver a high-quality product that meets the
customer’s needs and expectations. References:
The Quality Management Plan in Project Management | ProjectManager.com What is Quality Management? - Definition from WhatIs.com
What is a Quality Management Plan (QMP) - AcqNotes
Project Management Triangle - Time, Cost and Quality - Iron Triangle
[Why Quality Matters in Software Development - DZone Agile]
Sample Question 244
A company's CEO has just returned from a conference on the use of artificial intelligence(Al) and would like the project manager to implement this technology in the organizationWhat should the project manager do first?
A. Start developing a business case. B. Start a strengths, weaknesses, opportunities and threats (SWOT). C. Engage stakeholders and allocate resources D. Gather requirements from stakeholders
Answer: D
Explanation: According to the PMBOK Guide, the first process in the Project Integration
Management knowledge area is Develop Project Charter. This process authorizes the
project and defines the high-level scope, objectives, and stakeholders of the project. The
project charter is based on the business case, which is the document that justifies the need
and value of the project. The business case is usually prepared by the project sponsor or
initiator, not the project manager. Therefore, option A is incorrect. Option B is also
incorrect, because a SWOT analysis is a technique used to identify the project risks,
assumptions, and constraints, which are part of the project planning process, not the
initiating process. Option C is incorrect, because engaging stakeholders and allocating
resources are also part of the project planning and executing processes, not the initiating
process. Option D is the correct answer, because gathering requirements from
stakeholders is a key activity in the initiating process group, as it helps to define the scope
and objectives of the project, as well as the expectations and needs of the stakeholders.
The project manager should gather requirements from stakeholders before developing the
project charter, as the charter should reflect the stakeholder requirements and align with
the business case. References: = PMBOK Guide, 6th edition, pages 30-33, 75-77, 123-
125, 135-137.
Sample Question 245
During daily calls team members share task progress One team member does not usuallycommunicate many details and has critical tasks to be completed All team members arelocated in different countries and critical work is about to start Which two options will helpthe project manager in this situation? (Choose two)
A. Encourage all team members to use a virtual workspace B. Ask the team to send emails with detailed task progress C. Talk to the team member about their engagement and take appropriate action. D. Reassign the work to a resource who participates in the daily calls E. Report the team member’s poor performance to the functional manager
Answer: A,C
Explanation: A virtual workspace is a tool that allows team members to collaborate and
communicate online, regardless of their physical location. A virtual workspace can help the
project manager and the team to share information, documents, updates, feedback, and
ideas in real time. A virtual workspace can also enhance the team’s trust, cohesion, and
productivity. By encouraging all team members to use a virtual workspace, the project
manager can ensure that everyone is on the same page and has access to the latest
project information. The project manager can also monitor the team member’s progress
and provide support if needed12.
Talking to the team member about their engagement and taking appropriate action is
another option that can help the project manager in this situation. The project manager
should try to understand the reasons behind the team member’s lack of communication
and details, such as lack of motivation, skills, resources, or clarity. The project manager
should also provide constructive feedback and guidance to the team member, and set clear
expectations and goals for their performance. The project manager should also follow up
with the team member regularly and recognize their achievements. If the team member
does not improve their communication and details, the project manager may need to
escalate the issue to the functional manager or consider reassigning the work to another
resource34. References: = 12 Project Management Strategies To Improve Efficiency,
Strategy 6: Use a virtual workspace; 8 Steps for Better Issue Management, Step 5:
Communicate with the team; PMBOK® Guide, Sixth Edition, pages 368-369, 376-
377; Agile Practice Guide, pages 28-29, 50-51.
Sample Question 246
A client is structured as a matrix organization for an agile project The project manager isworking on-site with key stakeholders from different parts of the organizationHow should the project manager handle the different stakeholders?
A. All stakeholders are important, so the project manager should follow directions providedby management and key stakeholders B. Because there are different perspectives perform a stakeholder analysis and act basedon the outcome. C. The project manager is working on the client's premises, so follow the directions of allthe key stakeholders D. This is an agile project, so listen only to the directions of the project manager'ssupervisor and the functional managers of the organization
Answer: B
Explanation: According to the PMBOK Guide, 7th edition, one of the principles of project
management is to collaborate with stakeholders. This means that the project manager
should identify, analyze, and engage the project stakeholders throughout the project life
cycle, especially in an agile project where the stakeholder involvement and feedback are
essential for delivering value. A stakeholder analysis is a tool that helps the project
manager to understand the different perspectives, interests, needs, expectations, and
influence of the stakeholders, and to plan the appropriate strategies to communicate and
collaborate with them. By performing a stakeholder analysis, the project manager can
handle the different stakeholders in a matrix organization more effectively, and avoid
potential conflicts, misunderstandings, or misalignment of goals. References: PMBOK
During project execution, the risk owner is monitoring the critical speed rate of a powerengine to eventually trigger the defined risk-response strategy. During the risk assessmentand management process phase, it was defined that the power engine has the followingcharacteristics1,600 rpm (rate-per-minute) -> stops working and crashes the system1.500 rpm (rate-per-minute) -> warns of max rate allowed1.400pm (rate-per-minute) -> reduces the power and brakes the engineWhich of the following statements is correct?
A. 0 1,600 rpm is a project risk,1,500 rpm is an event that triggers a response strategy and 1,400 rpm is a project issue. B. 1,600 rpm is a project issue,1,500 rpm is an event that triggers a response strategy and 1,400 rpm is a project risk C. 1600 rpm is a project issue; 1,500 rpm is a project risk; and1,400 rpm is an event that triggers a response strategy D. 1.600 rpm is an event that triggers a response strategy.1,500 rpm is a project issue and 1,400 rpm is a project risk.
Answer: C
Explanation:
According to the PMBOK Guide, a project issue is a point or matter in question or in
dispute, or a point or matter that is not settled and is under discussion or over which there
are opposing views or disagreements1. A project risk is an uncertain event or condition
that, if it occurs, has a positive or negative effect on one or more project objectives2. A risk
response strategy is a specific action or set of actions to be taken to address a risk3.
In this scenario, 1600 rpm is a project issue because it is a point of dispute between the
risk owner and the project team, as it causes the system to stop working and crash. 1500
rpm is a project risk because it is an uncertain event that, if it occurs, has a negative effect
on the project objective of delivering a functional power engine. 1400 rpm is an event that triggers a risk response strategy because it is a specific action taken to reduce the power
and brake the engine to avoid the risk of reaching 1500 rpm or 1600 rpm.
References:
1: PMBOK Guide, 6th edition, page 89
2: PMBOK Guide, 6th edition, page 720
3: PMBOK Guide, 6th edition, page 395
Sample Question 248
A team is ready to start working on a project with a customer who was very difficult to workwith in the past because the customer was unable to describe exactly what they wantedWhat approach should the project manager take to remove this impediment?
A. Follow a predictive approach in order to obtain formal acceptance of each deliverable B. Work with the product owner to define the minimum viable product(s) C. Reinforce the negotiation and soft skills of the team through training D. Develop and monitor a plan with due dates to reduce the time of completing the product
Answer: B
Explanation: According to the PMBOK® Guide 7th Edition, one of the principles of project
management is to “focus on value”. This means that the project manager should deliver
products, services, or results that meet the needs and expectations of the customer and
other stakeholders. One of the ways to achieve this is to use an adaptive or agile approach,
which allows for frequent feedback and collaboration with the customer. Working with the
product owner to define the minimum viable product(s) (MVPs) is an example of an agile
technique that helps to deliver value early and often, and to validate the customer’s
requirements. MVPs are versions of the product that have enough features to satisfy the
customer’s needs and provide feedback for future development. Therefore, this option is
the best approach to remove the impediment of the customer’s unclear requirements. The
other options are not as effective because they do not address the root cause of the
problem, which is the lack of customer involvement and validation. Following a predictive
approach may lead to delivering a product that does not meet the customer’s needs or
expectations, and may result in rework or waste. Reinforcing the negotiation and soft skills
of the team may help to improve the communication and relationship with the customer, but
it does not ensure that the product will deliver value. Developing and monitoring a plan with
due dates may help to manage the schedule, but it does not guarantee that the product will
A member of the board of directors is the sponsor of a project that is important to theorganization This stakeholder has many other priorities and is not currently engaged in theproject activitiesHow should the stakeholder be engaged in the project?
A. Keep the stakeholder informed and consult with them based on their needs B. Involve the stakeholder in governance and decision making C. Consult with the stakeholder and increase their level of interest D. The stakeholder needs to be made aware of the project progress
Answer: A
Explanation: According to the PMBOK Guide, 7th edition, one of the principles of project
management is to collaborate with stakeholders. This means that the project manager
should identify, analyze, and engage the project stakeholders throughout the project life
cycle, using various communication methods and tools. The level and frequency of
stakeholder engagement may vary depending on the stakeholder’s interest, influence,
expectations, and needs. A member of the board of directors who is the sponsor of a
project that is important to the organization but has many other priorities and is not
currently engaged in the project activities should be kept informed and consulted with
based on their needs. This will help to ensure that the sponsor is aware of the project
status, issues, risks, and changes, and can provide support and guidance when needed.
The project manager should also consult with the sponsor to understand their expectations,
preferences, and feedback, and to involve them in governance and decision making appropriate. Keeping the stakeholder informed and consulted with based on their needs will
help to maintain a positive and trusting relationship with the sponsor and increase the
During the implementation phase of a project, a new regulation affects the project, and acritical status meeting discussing the scope changes is required. The project managerdiscovers that a key stakeholder cannot attend the scheduled meetingWhat should the project manager do?
A. Call for a change control board (CCB) meeting, and inform the stakeholder about theoutcome B. Update the communications management plan and implement the change C. Meet with the project sponsor to discuss how to address the situation. D. Meet with the stakeholder prior to the meeting to obtain their opinion
Answer: D
Explanation:
A stakeholder is a person or group that has an interest or influence in the project,
such as the sponsor, the customer, the team, the supplier, or the regulator12. A
key stakeholder is a stakeholder that has a high level of power and interest in the
project, and whose support and involvement are critical for the project’s
success34.
A project manager is responsible for managing the expectations and
communications of the stakeholders, and ensuring that their needs and
requirements are met throughout the project lifecycle5 . A project manager should
also involve the stakeholders in the decision-making process, especially when
there are changes that affect the project scope, schedule, cost, or quality .
In this scenario, a new regulation affects the project, and a critical status meeting
discussing the scope changes is required. The project manager discovers that a
key stakeholder cannot attend the scheduled meeting. This means that the key
stakeholder’s opinion and feedback will not be heard or considered in the meeting,
which may lead to dissatisfaction, conflict, or resistance from the stakeholder later
on.
Therefore, the best option for the project manager is to meet with the key
stakeholder prior to the meeting to obtain their opinion. By doing so, the project
manager can: Meeting with the key stakeholder prior to the meeting can help the project
manager to maintain a positive and collaborative relationship with the stakeholder,
and to ensure that the project meets the stakeholder’s expectations and
requirements. It can also help to avoid or minimize any potential risks or problems
that may arise from the scope changes, such as delays, rework, disputes, or loss
of trust.
References:
1: Project Stakeholder Management - Project Management Institute 2: Stakeholder
Analysis and Mapping: A Guide for Beginners 3: [How to Identify Key Stakeholders in a
A vendor informed the project manager that a critical resource will be on a long leave ofabsence The project team reviewed the pending vendor deliverables and identified analternative solution, but the solution will incur an additional cost The project is currently onschedule and slightly under budgetWhat should the project manager do next?
A. Request a replacement resource B. Perform a cost-benefit analysis C. Implement risk responses D. Perform Integrated Change Control
Answer: D
Explanation: Perform Integrated Change Control is the process of reviewing all change
requests, approving changes and managing changes to deliverables, organizational
process assets, project documents, and the Project Management Plan, and communicating
the decisions1. This process is important to ensure that only approved changes are
implemented and that the project remains aligned with the project objectives and
stakeholder expectations. In this scenario, the project manager should perform Integrated
Change Control to evaluate the impact of the proposed alternative solution on the project
scope, schedule, cost, quality, risk, and other aspects. The project manager should also
consult with the project sponsor, customer, and other key stakeholders to obtain their
approval or rejection of the change request. The project manager should document the
change request and its status in the change log and update the project management plan
and other relevant documents accordingly. The project manager should also communicate
the change and its implications to the project team and other affected parties. By
performing Integrated Change Control, the project manager can ensure that the project is managed in a controlled and consistent manner, and that the project deliverables meet the
agreed requirements and expectations. References:
How To Successfully Perform Integrated Change Control
6 Steps for an Integrated Change Control Project Management Strategy
Performing Integrated Change Control: PMP Tips
Sample Question 252
A project team with members from many different countries is struggling to cooperate Theproject manager accepted these difficulties during the storming phase of teamdevelopment, but the team has not moved to the next phase The project is beginning to fallbehind scheduleWhat can the project manager do to move the team to the norming phase?
A. Plan social activities to help foster stronger interpersonal relationships and identifyshared goals. B. Speak with the project sponsor about changing the team composition C. Figure out who is behind the issues and apply progressive disciplinary techniques. D. Show the team the schedule impact of their communication issues and encourage themto put their differences aside
Answer: A
Explanation: According to the Project Management Professional (PMP) Reference
Materials, the norming stage of team development is when the team members start to
respect each other, collaborate effectively, and work towards a common vision1. One of the
ways to facilitate this stage is to plan social activities that can help the team members
bond, build trust, and appreciate their diversity2. By engaging in social activities, the team
can also identify shared goals and values that can motivate them to perform better on the
project3. The other options, B, C, and D, are not effective ways to move the team to the
norming stage. Speaking with the project sponsor about changing the team composition
may disrupt the team dynamics and cause more conflicts4. Figuring out who is behind the
issues and applying progressive disciplinary techniques may create resentment and fear
among the team members and damage their morale5. Showing the team the schedule
impact of their communication issues and encouraging them to put their differences aside
may not address the root causes of the problems and may lead to further
misunderstandings and frustrations. References: 1: A Guide to the Project Management
Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.2, "Team
Development Stages". 2: The Five Stages of Team Development and the Role of the
Project Manager, Section "Norming". 3: Manager’s Guide to Navigating The Four Stages of Team Development, Section "Norming Stage". 4: Climbing to Performance : Four Stages of
Team Development, Section "Storming". 5: Project Human Resource Management,
Section "Managing Project Teams". : How To Move The Team Through The Stages Of
Team Development, Section "Storming".
Sample Question 253
A project manager is leading a project which shows a trend to exceed the cost baselineWhat should the project manager do first to manage the budget?
A. Ask the project sponsor for assistance in getting the budget back on track B. Meet with the project team to analyze the actual cost to determine deviations C. Inform the stakeholders that the project will be finished over budget. D. Issue a change request including the analysis to increase the budget
Answer: B
Explanation: The project manager should do first to manage the budget is to meet with the
project team to analyze the actual cost to determine deviations. This is the first step in the
control cost process, which involves monitoring the status of the project to update the
project costs and manage changes to the cost baseline2. By analyzing the actual cost, the
project manager can identify the causes and sources of the cost variance, and evaluate the
impact and implications on the project performance and objectives. The project manager
can also use various tools and techniques, such as earned value analysis, forecasting, and
variance analysis, to measure and report the cost performance and status2. Based on the
analysis, the project manager can then decide on the appropriate actions and responses to
bring the project back on track, such as requesting additional funds, reducing scope,
adjusting resources, or implementing corrective or preventive actions2.
Option A is not a good choice, because it is premature and passive. The project manager
should not ask the project sponsor for assistance in getting the budget back on track before
analyzing the actual cost and determining the deviations. The project manager should first
understand the nature and extent of the cost variance, and then present the facts and data
to the project sponsor, along with possible solutions and recommendations. The project
manager should also demonstrate their own initiative and responsibility in managing the
budget, rather than relying on the project sponsor to solve the problem.
Option C is not a good choice, because it is pessimistic and irresponsible. The project
manager should not inform the stakeholders that the project will be finished over budget
before analyzing the actual cost and determining the deviations. The project manager
should first assess the situation and explore the options to improve the cost performance
and meet the budget expectations. The project manager should also communicate the cost
status and issues to the stakeholders in a timely and transparent manner, and seek their
feedback and support, rather than delivering bad news without any justification or action
plan.
Option D is not a good choice, because it is hasty and presumptuous. The project manager
should not issue a change request including the analysis to increase the budget before
analyzing the actual cost and determining the deviations. The project manager should first
verify the accuracy and validity of the cost data, and evaluate the feasibility and necessity
of increasing the budget. The project manager should also consider the impact of the
change request on the project scope, schedule, quality, and stakeholder satisfaction, and
obtain the approval of the change control board before implementing the change2.
References: 1: Project Management Professional (PMP)® Certification 2: A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition
Sample Question 254
During project execution, the project manager discovered that a key deliverable wasmissing from the scope of work After investigation, the project manager and the teamdiscovered that the missing deliverable will impact the critical pathWhat should the project manager do to avoid future delays?
A. Submit a change request. B. Add additional resources to the project C. Update the scope of work. D. Review the risk management plan
Answer: A
Explanation: The project manager should submit a change request to update the scope of
work, the schedule, and the budget to accommodate the missing deliverable. A change
request is a formal proposal to modify any aspect of the project, such as the scope,
schedule, cost, quality, resources, or risks. A change request must be documented,
reviewed, approved, and communicated by following the change control process. The
change control process is part of the perform integrated change control process, which is
one of the processes in the project integration management knowledge area. By submitting
a change request, the project manager can ensure that the missing deliverable is properly
identified, analyzed, and integrated into the project plan, and that the impact on the project
objectives and constraints is minimized. The other options are not correct. Adding
additional resources to the project may not solve the problem of the missing deliverable,
and it may also introduce new risks, costs, and communication issues. Updating the scope
of work without submitting a change request may lead to scope creep, which is the
uncontrolled expansion of the project scope without proper authorization and approval.
Reviewing the risk management plan may help to identify and mitigate any potential risks
related to the missing deliverable, but it does not address the root cause of the problem or
the impact on the project plan. References: PMBOK Guide, 6th edition, Chapter 4.6,
5.6, How to Manage Change Requests on a Project - PMI
Sample Question 255
During the execution of a maintenance project the contractor submits an offer for additionalwork The project manager realizes that the activities billed are included in the initial scopeof work.What should the project manager do next in this situation?
A. Review the project scope and negotiate with the contractor B. Refuse the offer as it is included in the initial project scope C. Review the project costs and communicate this to the project sponsor D. Submit a change request to approve the offer
Answer: B
Explanation:
According to the PMBOK Guide, the project scope is the work that needs to be
accomplished to deliver a product, service, or result with the specified features and
functions1. The project scope statement defines the project scope and documents the
project deliverables, acceptance criteria, assumptions, and constraints2. The project
manager is responsible for ensuring that the project scope is managed and controlled
throughout the project life cycle3. If the contractor submits an offer for additional work that
is already included in the initial project scope, the project manager should refuse the offer
as it is not a valid change request and does not add any value to the project. The project
manager should also communicate with the contractor to clarify the project scope and
avoid any misunderstandings or conflicts. References:
1: PMBOK Guide, 6th edition, p. 154
2: PMBOK Guide, 6th edition, p. 157
3: PMBOK Guide, 6th edition, p. 171
Sample Question 256
A project manager led the implementation of an electronic invoicing project that has justbeen completed. The financial manager communicated that the team discovered threeinvoices with errors.Which two documents should the project manager update as soon as possible? (Choosetwo)
A. Issue log B. Risk register C. Stakeholder register D. Change log E. Backlog register
Answer: A,D
Explanation: According to the PMBOK® Guide, the issue log is a project document that
records and tracks the issues that arise during a project and how they are resolved1. The
change log is a project document that records all the changes that occur during a project,
including their status, description, and impact2. The project manager should update these
two documents as soon as possible to reflect the invoices with errors and the actions taken
to correct them. The risk register is a project document that identifies and analyzes the
project risks and their responses3, but it does not record the issues that have already
occurred. The stakeholder register is a project document that identifies and classifies the project stakeholders and their requirements4, but it does not record the issues or changes
that affect them. The backlog register is not a standard project document, but it may be
used in agile projects to list the product features or user stories that need to be delivered,
but it does not record the issues or changes that affect the product quality. References: 1:
During the execution of a project the project manager notices that only one team memberhas one of the technical skills needed to build the product The project manager is afraidthis might have a future impact on the quality and schedule because most of the upcomingactivities will require at least three people with this specific skill.What two actions should the project manager take to prevent the team from beingunqualified? (Choose two)
A. Exclude the activities from the roadmap B. Encourage working in pairs and knowledge sharing C. Teach the entire team the new skill. D. Facilitate a training event with an external trainer E. Increase the time estimates on the activities that require such abilities
Answer: B,D
Explanation: These two actions can help prevent the team from being unqualified,
because they can enhance the skills and competencies of the team members who lack the
technical skill needed to build the product. Encouraging working in pairs and knowledge
sharing can foster collaboration and learning among the team members, and allow the
team member who has the technical skill to transfer it to others through coaching,
mentoring, or feedback. Facilitating a training event with an external trainer can provide a formal and structured way of teaching the team members the technical skill, and ensure
that they have the necessary knowledge and practice to apply it to the project. These
actions can also improve the team performance, morale, and confidence, and reduce the
dependency on one team member. The other options are not effective actions to prevent
the team from being unqualified, because they may not address the skill gap or the project
requirements, or they may create more problems or risks. Excluding the activities from the
roadmap may not be possible or desirable, and it may affect the scope, quality, or benefits
of the project. Teaching the entire team the new skill may not be feasible or efficient, and it
may overload the project manager or the team member who has the skill. Increasing the
time estimates on the activities that require such abilities may not be realistic or accurate,
and it may delay the project schedule or increase the project cost. References: Project
Resource Management - PMBOK Guide, What Actions Can the Project Manager Take to
Ensure Effective Teamwork?
Sample Question 258
After the project charter's approval the project manager needs to work on detailed projectrequirements, constraints and assumptions with stakeholders However, not all of thestakeholders are immediately available for a meeting in the short term.What should the project manager do in order to gather the information needed fromstakeholders?
A. Email, call, or meet with each stakeholder separately to obtain their input B. Conduct a meeting to build the project management plan with the stakeholders who are available C. Escalate to the project sponsor that not all stakeholders are available for a meeting D. Meet with the project management team to build the project management plan beforeconsulting stakeholders
Answer: A
Explanation:
According to the PMBOK Guide, the project manager should collect requirements from all
stakeholders, using various techniques such as interviews, focus groups, surveys, etc. The
project manager should also document the stakeholder requirements, expectations, and
assumptions in the requirements traceability matrix. If some stakeholders are not available
for a meeting, the project manager should use other communication methods to reach out
to them and gather their input. This will ensure that the project requirements are complete,
accurate, and aligned with the stakeholder needs and expectations. References: PMBOK
Guide, 6th edition, pages 140-141, 152-153.
Exam Code: PMPExam Name: Project Management Professional (2024 Version)Last Update: May 13, 2024Questions: 1702
