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Question 51
A project manager is assigned to a new project. The project management office (PMO) and the project manager agree that this is the night opportunity to include daily standup meetings. The project team has never used such tools, and a few members are challenging the decision.
What should the project manager do in this situation?
- A: Update the project schedule to consider a daily standup as part of the project design phase
- B: Engage an external vendor to perform the design phase under an iterative approach
- C: Request that new team members familiar with iterative approaches be assigned to this project
- D: Define the ground rules, responsibilities, and conflict management strategies
Question 52
A bank is considering building another branch in one of three neighboring cities. The project manager has been tasked with demonstrating the benefits of building a new branch, renting an existing building, or not expanding at all.
How should the project manager proceed?
- A: Perform a gap analysis on renting in each of the locations.
- B: Calculate the costs for each option in each location and compare the net present value (NPV) for each.
- C: Perform a Kano analysis on building a new branch versus renting in each of the locations.
- D: Calculate the payback period (PBP) for building a new branch in each location versus renting an existing building.
Question 53
A project manager receives information in preparation for reporting the project's monthly performance to the project steering committee:
• Actual progress = 2 units
• Planned progress = 3 units
• Actual cost (AC) = 2 units
• Budgeted cost = 3 units
What statement should the project manager make to the project steering committee?
- A: The project is currently behind schedule but at a lower cost, and an application for a time and budget extension will be submitted
- B: The project is currently behind schedule with a corresponding cost savings, and no further actions should be taken
- C: The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities
- D: The project is currently behind schedule but is under the planned expenditure, and the project manager is pleased to declare a project cost savings
Question 54
A project manager who takes over halfway through a project determines that the cost performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously estimated, and the audit team thinks that something was missing in the way the estimates were done.
What should have been done to avoid this problem?
- A: Utilized three-point estimates
- B: Validated the schedule performance index (SPI) to evaluate deviation
- C: Included lessons learned from past projects
- D: Used bottom-up estimating
Question 55
A project manager manages multiple information technology (IT) projects in a matrix organization. The project manager schedules a meeting with one of the functional managers to coordinate testing support for two software development projects. Unfortunately, the functional manager is not able to attend the meeting and informs the project manager that there may not be any resources available to test the software.
What should the project manager do?
- A: Discuss the testing requirements with a test engineer and negotiate the best approach to test the newly developed software
- B: Meet with a procurement specialist to negotiate with a company that specializes in software testing to test the software
- C: Meet with the project team to collaboratively determine how the project manager can ensure the needed testing assistance is obtained
- D: Request a meeting with the sponsor to change the scope to allow the development team to conduct testing
Question 56
A product owner is invited to a sprint review meeting. At the end of the review, the product owner says that the increment is ready to be delivered to the customer.
What conclusion should the project manager come to with regard to the product owner’s statement?
- A: The product owner trusts the team and is marking the product as complete.
- B: The product owner does not have visibility into what the team has done in the product increment.
- C: The product owner will release the product to customers without showing them a demo.
- D: The product owner has evaluated the product against the definition of done (DoD).
Question 57
A project manager is reviewing the status of a large project with team members in different countries. Through the status review. the project manager notices that one team is consistently behind schedule and their work often needs to be corrected.
What should the project manager do to improve the quality of this team’s work?
- A: Guide all team members and bring in external consultants to complete the work.
- B: Review the issue with the project sponsor and work to reduce the scope for that team.
- C: Ask a local subject matter expert (SME) to assist the team in reviewing the project requirements.
- D: Evaluate the issue with the team to determine if they have the necessary skills to perform assignments.
Question 58
A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company's strategy, investment, and compliance requirements.
What should the project manager do?
- A: Put into place a project governance model in line with the requirements
- B: Replicate the organizational governance to the project governance
- C: Create an organizational project management governance
- D: Ask the organization to create a project portfolio governance
Question 59
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?
- A: Submit a change request to update the project quality requirements for the involved project deliverable.
- B: Update the issue log. identify the involved stakeholders, and assign resources to the corrective actions.
- C: Update the risk register and implement the approved risk response plan for quality deviations.
- D: Identify the resources that were responsible for the deliverable and request a team development plan.
Question 60
A project team has identified a risk and wants to accept it as an opportunity to finish a project earlier than planned. The project manager realizes that the sponsor may not accept the risk since the sponsor is risk averse.
What should the project manager do?
- A: Create a contingency reserve to cover the risk in order to ensure that the risk will be accepted.
- B: Conduct a Monte Carlo analysis to determine if the team will complete the project early.
- C: Explain to the sponsor that this is a nonevent type of risk and it will be fine to accept it.
- D: Convince the sponsor that this will cost less, ultimately resulting in more profit for the sponsor.
Question 61
One of the team members is always late to the daily standup meeting. What should the project manager do?
- A: Schedule the meeting at the end of the day to accommodate everyone.
- B: Reinforce the ground rules for standup meetings with the entire team.
- C: Speak with the team member directly to reinforce the ground rules.
- D: Ignore the situation since the team member is accomplishing their deliverables.
Question 62
A project team is facing challenges understanding how to deliver a project's scope. A senior subject matter expert (SME) from the organization's global office is in town for 1 week.
What should the project manager do to benefit from the SME’s presence?
- A: Review the project scope statement with the SME.
- B: Meet with the SME to discuss the current challenges the team is facing.
- C: Organize a mentoring session with the team and the SME.
- D: Ask the SME to review the scope for alignment with the project charter.
Question 63
A client has requested that a product be implemented in 4 months and is ready to increase their budget to do this quickly. The project manager cannot comply with the request with the current resources or even additional resources. The project manager estimates that 8 to 12 months are needed for the product to go live.
What should the project manager do to address this situation?
- A: Motivate the team to work more efficiently and approve overtime in order to meet the client's goal in 4 months
- B: Seek additional resources from the subcontractors and other sources to parallelize the necessary work
- C: Discuss with the client alternative approaches to deliver the minimal viable product (MVP) in 4 months and the rest later
- D: Call a meeting with the client so they will understand that 4 months is not enough time to deliver the product
Question 64
A project manager has recently been asked to take over an existing project. The project manager would like to determine how the project has been progressing by tracking features that are in progress. completed. or scheduled to be worked on.
Which of the following can help the project manager assess the state of the project?
- A: Cumulative flow diagram
- B: Burndown chart
- C: Pareto diagram
- D: Burnup chart
Question 65
An information technology (TT) team is responsible for the validation and release of a product developed by the agile development team. Due to other priorities for the IT learn, the releases are delayed.
What action should the project manager take?
- A: Work with the IT team to prioritize the validation and release of the new features.
- B: Deliver the features when the IT team is able to validate them.
- C: Escalate the issue from the IT team to management and get the validation prioritized.
- D: Request the IT team to immediately release the product and then validate the features.
Question 66
A project team is executing a project to replace an existing system with a new one. A new project manager has been hired and observes that the team consist of professionals who have worked with the older system, and others who have little previous experience.
What should the project manager do to ensure project success?
- A: Evaluate the current effectiveness of the team and define development needs.
- B: Assign team member roles and responsibilities based on past experience.
- C: Allow each team member to use their individual strengths for project success.
- D: Request a performance assessment for the team from the functional manager.
Question 67
During project execution, a client asks to add one more features to the product. After performing a change request analysis, the project manager realizes the necessary equipment will not be available in time to support this new feature, resulting in the project team being idle.
What should the project manager do next?
- A: Establish a contingency reserve.
- B: Rent ready-made equipment.
- C: Escalate the risk to senior management.
- D: Perform integrated change control.
Question 68
A project for developing software for a retail company's procurement system is in the initiation phase. The project sponsor has expressed concern that the forecasted project implementation date coincides with the company's financial budget planning period.
Which two actions should the project manager take next to address this concern? (Choose two.)
- A: Advise the sponsor that it is not feasible to determine if the end date will be met as the project is in the initiation phase
- B: Facilitate a risk workshop with all stakeholders in attendance to identify and assess all risks to the project
- C: Log the concern as a risk in the project risk register and assess the impact and severity of the risk
- D: Change the project implementation date so that the concern is alleviated and no longer applicable
- E: Communicate to the project sponsor that the implementation date is low risk and will not impact the project
Question 69
A third-party supplier demands payment for the services provided for a project. The agreement was that payment would be made after the organization receives payment from the client. The third-party supplier lacks the capital to meet their payroll and has informed the project manager that if they do not receive payment quickly, they will withdraw team members from the project.
What should the project manager do?
- A: Explain the third-party supplier situation to the client and request payment.
- B: Inform the client that the project must be delayed until payment is received.
- C: Reassign resources from other projects to pay the third-party supplier.
- D: Process a bank loan to pay the payroll of the third-party supplier.
Question 70
During a project status update by the project management office (PMO), the CEO is concerned that the status of all projects suddenly changed from green lo red, without warning. Upper management is used to reading traditional reports related to progress and cost, and they want to continue viewing this information.
How should the PMO implement a better way to report the project’s health?
- A: Request the program managers to be more accurate when presenting status reports.
- B: Ask the project managers to report on their projects using a Kanban board format.
- C: Explore reporting the earned value (EV) key performance indicators (KPIs) using agile progress as an input.
- D: Perform a root cause analysis (RCA) to find out why the status of projects is deteriorating so fast.
Question 71
A project needs to acquire a large volume of electrical supplies on a weekly delivery cycle. There are many suppliers interested in partnering, so the project manager feels confident they can negotiate a good price.
What should the project manager do first in order to ensure the best overall value in the future contract?
- A: Meet with the project sponsor to learn more about past contracting efforts for electrical supplies.
- B: Contact each of the potential suppliers to understand their price schedules for the required supplies.
- C: Identify the policies, procedures, guidelines, and legal parameters that are required in the contract.
- D: Create a time-based bill of materials containing the supplies that need to be delivered each week.
Question 72
In a complex development project with many clients and team members, there have been delays in completing the required work. What should the project manager do?
- A: Empower the team members to do their work.
- B: Work with the team to develop a risk response plan.
- C: Send an email to human resources (HR) about this situation.
- D: Inform the project sponsor about this situation.
Question 73
A project manager is transitioning from a predictive life cycle project to a new agile project. How should the project manager manage and control the scope for the new project?
- A: Estimate the work the team can complete and define story sizes to keep the project under control
- B: Spend a short amount of time defining the scope and building prototypes to refine the requirements
- C: Develop a plan to complete more work in less time
- D: Create a scope baseline and put the rest as backlog activities
Question 74
A key team member informs the project manager that they have been accepted to a master's degree program. The team member explains that the first semester of the master's program will coincide with the last phase of the project.
What should the project manager do?
- A: Suggest the team member postpone their enrollment in the master's program until the project is completed
- B: Assess the team member’s commitment to the master’s program and its impact on project performance
- C: Ask the team member to delegate some of their tasks to another colleague during the last phase of the project
- D: Ask the team member to inform human resources (HR) about their enrollment in the master’s program
Question 75
An agile project team received an assignment to develop an industrial system that interfaces with robots. The project team does not have any previous experience performing this type of work. Team members are interested in acquiring such expertise but it may result in a project delay.
How should this situation be handled?
- A: Hire a consulting company to address the robotic interface questions, when necessary, and to help avoid delays and quality issues.
- B: Add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product.
- C: Create a separate team with experienced members who understand the technology and split the product backlog according to team specialization.
- D: Use a robotics vendor company to develop the interfaces so the team will not be held back by a lack of expertise in this type of work.
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