PMP Online Practice Questions and Answers

DRAG DROP

Drag the technical practices on the left to the scenario on the right.

Select and Place:

A team is holding the first demonstration of the software built to date on a medium-sized project The product owner has uncovered a number of issues they would like to be addressed before providing approval. How should the project manager approach this problem?

A. Plan to address the issues through backlog grooming and incorporate them into the next sprint

B. Refer the product owner to the change management plan, then escalate to the steering committee

C. Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these changes

D. Tell the product owner the issues will be addressed in the second version of the software

A retail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the financial threshold but is also expected to increase market share, improve customer services and retain more customers. The project is planned as a phased implementation building on learning from the retrospectives during each phase.

How should the business increase the value of the project?

A. Quantify the expected tangible and intangible benefits in the benefits management plan for 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 the project.

D. Use a fishbone diagram to find the root cause of the lower financial benefits with the benefits owner.

A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client. How should the project manager proceed?

A. Update the quality management plan for the overall project

B. Ask the client to verify and accept the tasks that have been completed

C. Close out the project tasks that have been completed

D. Update the communications management plan for the overall project

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

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.

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

A project is 70% complete when the project sponsor requests an additional deliverable. What should the project manager do first?

A. Reject the request as being too late and leading to major scope creep.

B. Submit the request to the change control board (CCB) for a decision.

C. Negotiate with the project sponsor on the possible alternatives.

D. Determine the possible impact of this change on all aspects of the project.

Knowledge sharing has been a key priority for a complex technological project with a large number of team members. During the project execution phase, the project manager receives numerous complaints from all team members that they are overloaded with knowledge-sharing emails, which contain useful information but are unmanageable due to the high volume.

What should the project manager do to solve this problem?

A. Establish an unofficial communications method for the team to share knowledge and lessons learned.

B. Establish a pull communications method to access knowledge repositories and lessons learned.

C. Establish an interactive communications method between stakeholders to share knowledge and lessons learned.

D. Establish a push communications method for the team to share knowledge and lessons learned.

Most of the work packages for a project are subcontracted. In the middle of execution, the project manager is informed that a new contract manager will take the position in one-week.

What should the project manager do next?

A. Analyze and document the interests of the new contract manager and select a strategy to manage the relationship.

B. Update the communications management plan with the new contract manager's information.

C. Reschedule the next progress meeting to introduce the new contract manager to the project team.

D. Consult the project management plan and prepare a full set of documents for the new contract manager.

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.

How should the project manager build a cohesive, high-performing team?

A. Ask the human resources (HR) department to arrange interview meetings to select the team.

B. Organize the team members into several kick-off sessions based on technology type.

C. Ask prospective team members to write a short biography explaining how they can contribute to the team's success.

D. Review the list of team members' skills and understand how they will work together to deliver the project outcomes.

The project manager received a claim from the client because the outcome delivered is not working properly. The project manager investigated the cause and realized that this deliverable was outsourced to an external provider, and was not made aware.

What primary tool would have helped the project manager identify this situation?

A. Communications management plan

B. Scope baseline

C. Risk register

D. Stakeholder register