# 8 During the project planning phase, a project manager called a meeting to discuss the product backlog with multiple stakeholders who represent the end users in various capacities. Only one executive manager attended the meeting. What should the project manager do?

C. Reschedule the meeting to ensure the majority of stakeholders are present for the product backlog discussions.

A. Meet with each stakeholder individually to gather input to the product backlog and begin project planning.

B. Proceed with prioritization of the product backlog based on previous lessons learned and complete the project planning phase.

D. Proceed with the meeting in order to keep the project on track and start prioritizing the product backlog.

# 9 Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests. What should the project manager do next?

A. Refer to the requirements traceability matrix.

B. Revise the project scope baseline.

C. Escalate the change request to the project sponsor.

D. Review the approved project charter.

# 10 A company is working on a project and is using a hybrid approach to streamline a customer service process. At the end of the second iteration, a business analyst joins the team to learn about the financial and scheduling aspects of project management. What should the project manager do to support the business analyst?

D. Provide the business analyst with access to the financial and scheduling information.

A. Assign resources to coach the business analyst.

B. Ask the business analyst to focus on their work allocation for the needs of the project.

C. Create reports to inform the business analyst about the schedule and project cost.

# 12 A project manager is assigned to deliver an innovative solution that is part of a brand-new offering. The project manager reviews the request for proposal (RFP) and realizes that key terms are restricted to technical resource assignments. There is also a gap in addressing compliance. How should the project manager bridge the gap and ensure the project delivers the expected business value?

A. Determine the critical requirements.

B. Document the risks and mitigations.

C. Define the project schedule.

D. Create a project scope statement.

# 13 One deliverable for a project is to translate and print materials for students every 2 weeks. Printing services are available but without guaranteed timelines, because other projects make a significantly higher profit and have a higher priority. What should the project manager do to mitigate the risk of not having the materials printed on time?

C. Include a risk response in the resource management plan.

A. Meet with the manager to set a high priority for printing the materials.

B. Create a change request to modify the print requirements.

D. Purchase a high-volume printer specifically for this project.

# 14 An agile project is starting its seventh out of eight iterations. In a planning meeting, the team realized that an unidentified risk became an issue and the contingency reserve had to be used. What should the project manager do?

C. Help the team review the project approach to initiate the corrective actions.

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.

D. Ask the sponsor for money to implement the contingency plan.

# 15 A product owner does not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner is not committed to the project. What should the project manager have done to avoid this situation?

B. Agreed with the product owner on appropriate project governance levels.

A. Defined a set of external audits that can expose this situation to the project sponsor.

C. Set a definition of done (DoD) that considers the work as done if not otherwise specified.

D. Asked another product owner to attend the demonstrations on behalf of the product owner.

# 16 A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project. How should the project manager resolve this situation in their new role as servant leader?

D. Encourage the whole team to be empowered and accountable for the decisions made according to their roles.

A. Review the organizational process assets (OPAs) to find similar situations and review the resolution actions taken.

B. Request that the team use the next sprint to complete all technical debt remaining from the previous sprints.

C. Extend the sprints to 3 weeks to allow the work requested by the product owner to be completed.

# 17 During a documentation audit of an international company, it was identified that the last version of the project schedule was from one month ago, even though the project manager knew it was recently updated. How should the project manager have handled the documentation for the project?

D. Stored documentation in the project management information system (PMIS) and shared it with appropriate stakeholders.

A. Reviewed the risk register to identify a response plan for the audit.

B. Assigned a project team member to ensure all project documentation was updated.

C. Updated the project management plan regularly and securely shared it with all stakeholders.

# 18 A project manager is responsible for providing a budget estimate for a long-term project that will be executed over several years. Which essential task should the project manager implement at this phase?

D. Include projected inflation rates.

A. Include key risks in the cost baseline.

B. Perform an analogous estimate.

C. Perform a bottom-up estimate.

# 19 The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered. What should the project manager do?

A. Determine the risks and identify a resolution during the retrospective meeting.

B. Inform stakeholders about the delay during project updates.

C. Determine cross-dependencies and plan a spike in the next sprint.

D. Discover the gaps in the communications management plan and address them accordingly.

# 20 During the project execution of a new IT solution, the testing of one feature was unsuccessful. The go-live milestone is now impacted due to this delay. Extensive analyses were performed, and there is no way to resolve the defects before the go-live date. What should the project manager do next?

D. Determine if business value will be delivered without this feature, and try to fix the defects after the go-live milestone.

A. Include additional mitigation actions against feature defects and update the risk management plan.

B. Assess the relevance of the feature and then analyze the submission of a change request to descope it.

C. Improve the control quality process by implementing additional testing to minimize the defects before the go-live milestone.

# 21 The project manager is experiencing delays with two critical tasks that are to be executed by two different teams. The project manager realizes that the functional managers of these two 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 conflict between the managers.

C. Evaluate the impact of the delay on the project and look for alternatives to create a remediation plan.

D. Meet with both teams and their managers and try to figure out the root cause of the conflict.

# 22 A project is successfully delivering its product outcomes, and the customer satisfaction rating is high. However, during an internal audit, it is discovered that certain essential process documents and approvals are missing, and the project is evaluated as being non-compliant. What should the project manager do next?

C. Review and update the project document repository with the missing documents and approvals.

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 plan and identify gaps.

D. Change the quality management processes to align with the project objective.

# 23 An important email from a project sponsor states that a backlog item should be immediately prioritized. What should the project manager do with many tasks still open on the Kanban board?

B. Discuss the impact of starting the item with the team.

A. Decompose the item immediately and begin work.

C. Finish the small tasks in progress before decomposing the item.

D. Communicate the impact with the project sponsor.

# 24 During a project gate review meeting, it is identified that one of the project deliverables will require corrective actions to meet the project quality requirements. What should the project manager do first?

C. Update the issue log, identify the involved stakeholders, and assign resources to the corrective actions.

A. Update the risk register and implement the approved risk response plan for quality deviations.

B. Identify the resources that were responsible for the deliverable and request a team development plan.

D. Submit a change request to update the project quality requirements for the involved project deliverable.

# 25 During project planning, a development team is assigned an agreed-upon work package to determine the appropriate pattern for integrating a new service with a legacy system. The lead developer has requested a meeting with the project manager and is looking for direction as to which technology to select. How should the project manager help guide the lead developer?

D. Listen to the concerns and suggest that the lead developer and the team be empowered to recommend the best approach.

A. Advise the lead developer and team to consult with the project architect and for their development team leader.

B. Reassign this work package to another area given the lead developer's concerns.

C. Direct the lead developer to conduct a weighted evaluation of all products and solutions.

# 26 A project needs to be outlined as a phased approach for multiple product lines with a review gate at the end of each phase. To ensure consistency for this hybrid delivery, what should the project manager do?

C. Get agreement from stakeholders on high-level deliverables and requirements.

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.

D. Request the project management office (PMO) to review the initial plan.

# 27 An experienced project team member always points out the issues of other team members during meetings. The other team members feel that the experienced team member is deflecting their own issues in meetings. What should the project manager do?

D. Speak with the experienced team member to discuss the issues in a supportive way.

A. Arrange separated group meetings to allow everyone to express their opinions.

B. Review the communications management plan with the team and enforce its implementation.

C. Prepare an agenda for all future team meetings and facilitate the discussion.

# 28 A team is the first team in the company to use agile methods for a traditional project. The team's manager is concerned that the risks are not being managed. What should the team do to assess and manage risks regularly?

C. Use regular feedback loops through daily standups iteration demos and retrospectives.

A. Identify and escalate any identified risks to the facilitator to handle.

B. Update the risk register during every iteration with any open concerns.

D. Focus on developing a working deliverable instead of documenting risks.

# 29 A project manager notices that the team lacks a subject matter expert (SME) in a specific area. This expertise will be required for many future projects. What should the project manager do?

B. Provide an opportunity to one of the existing team members to become an SME.

A. Seek help from the project sponsor to get an SME from another team in the organization.

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.

# 30 An organization has recently decided to switch from a predictive to an agile delivery approach. The one ongoing project will still be led by a project manager. The agile teams for that project have not produced any documentation. What should the project manager of the ongoing project do?

B. Introduce a document management tool to support the agile teams in preparing the documentation.

A. Submit new user stories to the product owner in order to put documentation in the product backlog.

C. Check with the agile teams to see if the project manager's understanding of the Agile Manifesto is correct.

D. Add an additional team member to take up the role of scribe for the required documentation.

# 31 In an agile project, the project owner has repeatedly called for ad hoc meetings with team members. What should the project manager do?

B. Coach the project owner about the implications of unplanned meetings.

A. Ask the team to focus only on the goal, not on ad hoc meetings.

C. Discuss the issue with the project owner at the retrospective meeting.

D. Escalate the situation to management because it is affecting the team.

# 32 The project sponsor recently requested that a vendor begins working toward adopting a hybrid approach. In response, the vendor hired a project manager experienced in Agile for the project. What does that project manager need to do to make the team work in a collaborative way?

B. Allocate time to mentor the team.

A. Request the project management office (PMO) for a team of mentors.

# 34 During the execution phase of a large project, there is an extremely high number of change requests. Because of this, the project manager realizes that there is a greater risk for rejection of the deliverables. How should the project manager mitigate this risk without compromising the completion date?

B. Focus on delivering incremental value through multiple smaller deliveries.

A. Review the integrated change control process to restrict the number of changes.

C. Request sponsor support to get buy-in from the users and stakeholders.

D. Restart the stakeholder engagement process by collecting user requirements again.

# 35 A project team member complained to the project manager that he is not sure if he has the latest requirements document because it was emailed to him about one week ago. He mentioned that, in the past, he had worked on a document for more than 20 hours, only to find out later that another team member had already updated the same document but did not send him the latest revisions. What should the project manager do to avoid this situation in the future?

B. Implement a project management information system (PMIS).

A. Encourage better team communication by positioning team members closer together.

C. Update the communications management plan to ensure correct delivery of the latest version.

D. Restrict team members from sending requirements documents via email.

# 36 A new project manager is assigned to a project that will deliver a new and optimized credit system. The project manager is allowed to use a hybrid approach which is new to the organization to manage the project and new tools. In order to deliver the project successfully, what should the project manager focus on as part of the plan?

B. Explain and communicate the new approach to the project sponsor and key stakeholders.

A. Align with the organization's project management office (PMO) to inform and make them aware of the new approach.

C. Develop a detailed schedule for the entire project in the planning phase and communicate that to the stakeholders.

D. Communicate with other project managers to see how they manage hybrid projects.

# 37 During project execution, a global project team was using a video conferencing tool to support the daily meetings. However, during these meetings, only a few team members were actively participating. As a result, lots of misunderstandings occurred. What should the project manager do to address this issue?

D. Use round-robin check-ins to facilitate the meeting so all participants have the opportunity to speak.

A. Book one-on-one meetings with the team members who are not speaking up during the daily meetings to get their updates.

B. Check the ground rules of the meeting to review the initial agreement with the team members.

C. Identify one team representative to speak up during the daily meeting and share the team updates.

# 38 A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success?

A. Plan a working session focusing on the scope, vision, and mission of the initiative.

B. Start developing the project management plan based on a previous project template from the project management office (PMO).

C. Conduct benchmarking to determine the business viability of the initiative.

D. Conduct an impact analysis of the new initiative to determine how the project should be rolled out.

# 39 A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountability for his role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?

D. Leverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met.

A. Require proper approval of all requirements from the marketing vice president and formally document the agreements.

B. Foster an environment of open communication where all parties can discuss issues and agree on objectives.

C. Establish an executive review board where all stakeholders discuss and approve features and requirements.

# 40 A construction services company with strong local influence has the potential to obstruct the establishment of a project site. Although their bid for the project was unsuccessful, they continue to engage in discussions, hoping to leverage their influence to persuade the project manager to reconsider their proposal. What is the appropriate course of action for the project manager to pursue?

B. Meet with the unsuccessful bidder to review their submission and the areas that led to the bid being unsuccessful.

A. Do not communicate with the unsuccessful bidder as they do not have any further influence on the project.

C. Reassess the bid to establish areas for improvement with the intention to assign work to this contractor.

D. Report the unsuccessful bidder to the local community leadership who have been supportive of the project.

# 41 The team architect resigned from the company. The new architect points out a design flaw during a planning meeting that may potentially impact the final quality. What should the project manager do first?

C. Request an architecture review.

A. Review the scope management plan.

B. Update the design with changes.

D. Update the quality management plan.

# 42 In a software project using an agile approach, there have recently been work overruns. After assessing the situation, the project manager concluded that the overruns were occurring because of insufficiently refined product backlog items. What should the project manager do to correct this issue?

B. Create a definition of ready (DoR) for the backlog items.

A. Work with the sponsor to revise the product vision.

C. Discuss the issue with the service request manager.

D. Refine the product backlog items with the stakeholders.

# 43 A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success?

C. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

A. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.

B. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.

D. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.

# 44 During the execution phase, the project manager discovered that the deliverables were not meeting the quality specifications requested by the main stakeholder. This has caused the schedule performance index (SPI) to deteriorate from 0.98 to 0.72 and the cost performance index (CPI) from 1.5 to 1.1. What action should the project manager take to mitigate the issue of the deliverables being rejected during the next iteration?

B. Reinforce the definition of done (DoD) during sprint planning so that the team has a common understanding of expectations.

A. Submit a change request to prioritize resolutions for the quality issue to minimize the impact on the rest of the deliverables.

C. Assure that the product backlog is properly prioritized to avoid dependencies that cause rejection.

D. Create a dedicated sprint to complete all of the pending specifications from previous sprints.

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

A. Review the adaptive tools' impact and obtain agreement from the functional managers.

B. Follow the functional managers' recommendation to implement only predictive tools in the project.

C. Make the decision on which project approach to use that would best fit the project.

D. Follow the project management office's (PMOs) request to implement the adaptive tools in the project.

# 46 During a team meeting the project manager asks the team to complete a personality assessment to help everyone understand themselves and one another better. The project manager analyzes the results and realizes that more than one-half of the team members are introverts. What should the project manager do?

A. Present brainstorming topics a day before the session so the team can reflect and contribute more fully during the session.

B. Adjust the lighting and ambient sounds in the work and common areas to create a relaxing work atmosphere.

C. Ensure the team understands that their input needs to be fully articulated and explained to all team members during daily standups.

D. Require everyone to share personal details at the start of each team meeting to allow learn members to get to know one another.

# 48 A company is leading a project to develop a new product using an agile approach. A supplier was contracted to provide a solution for one of the product features based on mandatory scope, stable requirements, and a fixed-price contract. During a meeting with the supplier, the project manager was informed that the company's business analyst also asked the supplier to add a solution for another feature as part of their deliverable. What should the project manager do?

C. Ensure the project team understands the agreement and contract in place with the supplier.

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.

D. Monitor the work the business analyst is performing to avoid scope creep.

# 49 During the execution of a financial project, a project manager met with the project team weekly to evaluate the project's progress. However, the sponsor requests that project performance be checked daily. The key team members disagree with this requirement and argue that they do not have enough time to go to daily meetings because they are at an executive level. What should the project manager do first?

C. Review the communications management plan and submit a change request if required.

A. Negotiate with the key team members to send a daily report and let the sponsor know that the project cost will increase.

B. Recommend to the sponsor that the performance of the project be reviewed once per week.

D. Evaluate the capacity of each team member to attend daily meetings in person or virtually and reduce the time of each meeting.

# 50 An agile project team is building a new product. The stakeholders require ongoing illustration of project business value. How should the project manager proceed?

B. Include demonstrations of the built portion of the product at the end of every sprint.

A. Prepare performance value reports for the business on an ongoing basis.

C. Prepare a project report for the stakeholders and distribute it weekly.

D. Confirm the minimum viable product (MVP) and demonstrate it to the business when it is ready.

# 51 A project manager has two projects that are being executed at the same time. The duration of the critical project must be reduced, but the project manager does not have enough resources to achieve this goal. In addition, the schedule does not have activities that can be overlapped. What should the project manager do?

B. Analyze both projects to determine the most effective use of common resources.

A. Apply fast-tracking techniques to compress the schedule of the critical project.

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.

# 52 At a meeting to receive approval for the project management plan, a project manager realizes that there is so much detail in the presentation that many of the stakeholders are not actively engaged in the process. The stakeholders are agreeing to the scope, goals, and timelines without giving them substantial thought. How should the project manager proceed?

B. Set up information review sessions before reconvening another approval session.

A. Stop the meeting and reschedule for another time with a more concise presentation.

C. Get approval and promise to email more information to the stakeholders to clarify the technical details.

D. Obtain approval as fast as possible and close the meeting.

# 53 During a meeting with a customer, it was determined that participants of the meeting had different draft versions of an important design document. What should the project manager do to ensure that this does not happen again?

A. Revisit the communication process control.

B. Ensure only the approved version is shared.

C. Investigate how draft versions were shared.

D. Ensure only the latest version is shared.

PMP TEST

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53 questions

Show all answers

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 1 A team member has a sudden emergency that may last for several days. There are no other team members who can cover his tasks and job duties. What should the project manager do to address this concern?

A. Hold an emergency project team meeting to discuss the situation.

B. Ask the human resources (HR) manager for an external replacement.

C. Log the situation in the issue log.

D.Update the key stakeholders on the issue.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 2 A project manager arranged a team-building activity to build and maintain teamwork, trust, and commitment due to internal team conflicts. Two months after completing the training, another situation is causing new delays in the project. What should the project manager do to address this concern?

A. Ask human resources (HR) to coordinate another activity.

B. Reassess the team situation and provide a proper solution.

C. Inform HR about the situation and ask for support.

D. Meet with the team to explain that conflicts must be addressed and solved.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 3 The product owner decides to launch a product after a couple of releases knowing that the minimum viable product (MVP) lacks some features. One of the key stakeholders the marketing 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 in order to avoid this type of issue in the future.

B. Coach the team on the decision-making process, assuming a risk-averse strategy towards product releasing.

C. Assume the responsibility for product releases making the final call on when something is ready for customer launch.

D. Escalate the issue to the sponsor questioning the authority of the key stakeholder regarding the product launch decision.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 4 During the execution of a construction project, the project sponsor asks to make changes to the floor plan by adding a mini storage room. The sponsor insists on making this last-minute change, but they would like to avoid delays to the project. Which document should the project manager refer to first?

A. Change control plan.

B. Schedule management plan.

C. Scope management plan.

D. Cost management plan.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 5 Toward the end of a project the project manager did not receive approval from a key stakeholder because the necessary deliverables were not functioning as expected. What should the project manager do next?

A. Review the stakeholder engagement plan.

B. Review the quality management plan.

C. Review the requirements traceability matrix.

D. Review the work breakdown structure (WBS).

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 6 A project has been running successfully for 2 months. At a regular project meeting, the team raises several potential obstacles to future progress. The obstacles include vendor delivery performance, technical performance of a subsystem, and conflict with another division of the organization. What should the project manager do next?

A. Work with the team and others in the network to assess and prioritize the obstacles.

B. Engage with the external stakeholders and the other division of the organization to resolve the issues.

C. Escalate the obstacles to the project sponsor for assistance with resolution.

D. Determine a change response to identify and resolve the obstacles to move the project forward.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

# 7 A project manager resigned from a recently approved project. A new project manager has been assigned to the project and needs to determine the delegated authority. What should the new project manager do first?

A. Refer to the project charter.

B. Review the project resource matrix.

C. Assess the stakeholder register.

D.Update the communications management plan.

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