PMP Mock 2

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Question 1 of 180

1. Question

A start-up company needs to quickly expand its product portfolio to meet market demand. Recently, staff members are working on two or three agile teams, each dedicated to a different product line. Output is dropping and defect rates are rising in all teams.

In which two ways can the project manager help the agile teams improve their work? (Choose TWO).

Perform root-cause analysis in the next retrospectives.
Influence the product owners to right-size their portfolios.
Organize dedicated teams to reduce context-switching.
Appoint dedicated test teams to offload the agile teams.
Train the agile teams to improve time and focus management.

Question 2 of 180

2. Question
The agile team surpassed the planned number of stories in the last three agile iterations.

How can the project manager be sure all the work performed is truly complete?
- Ask the product owner if results are satisfactory.
- Check results against the Definition of Done.
- Ask the team to cross-check other members' work.
- Check the results of all the tests performed.

Question 3 of 180

3. Question

A medium-sized company is expanding into a new market. However, the company does NOT have previous experience in that market.
 
A project manager needs to collect requirements.
 
Which two tools or techniques should the project manager use? (Choose TWO).

Prototypes
Expert judgment
Product analysis
Create requirements traceability matrix

Question 4 of 180

4. Question

A client brings a project manager into a project during the project’s execution stage.
 
The project manager reviews the project scope for cost estimating purposes and notices that some deliverables were missed in the work breakdown structure (WBS). 
 
Which step should the manager take next?

Verify with the stakeholders to see if these missed deliverables should be added.
Ask that the project management office (PMO) approve additional funds for this work.
Include the work in the WBS, per the 100% rule, and recalculate the total project cost.
Determine whether these deliverables are necessary by verifying with experts in the field.

Question 5 of 180

5. Question

Review the following project characteristics:
 
– A sponsor approves a project.
– The project manager invites selected team members, key stakeholders, and the sponsor to a meeting.
– The primary purpose of the meeting is to create a document that will guide the team in defining the main project deliverables.
 
What will be the final output of this meeting?

Milestone list
Work breakdown structure (WBS) dictionary
Scope management plan
Requirements management plan

Question 6 of 180

6. Question

A project manager is working with a customer who repeatedly submits requests for new requirements for an existing software product.
 
The project manager has already provided the completed scope definition for the product’s next version release to stakeholders.
 
Which step is appropriate for the project manager to take next?

Hold a meeting with the product manager to request that the number of new requests be reduced.
Define project boundaries immediately with the sponsor.
Organize a meeting with the stakeholders to set expectations.
Analyze the scope management plan to see how changes in scope are handled.

Question 7 of 180

7. Question

A project manager is working on a software development project.

Two customers are repeatedly submitting new feature requests. The completed scope definition for the product’s next version release has already been provided to stakeholders.

What should the project manager do next?

Ask to meet with the product manager, and discuss reducing the number of new requests.
Meet with the sponsor immediately to discuss project boundaries.
Meet face-to-face with stakeholders to set expectations.
Assess the scope management plan to see how changes in scope are managed.

Question 8 of 180

8. Question

An empowered agile team showed impressive progress in the first four iterations, but now the product owner has noticed low output in the latest five iterations without any apparent reason.

What could be the cause of this situation?

The team worked on low-complexity stories from the backlog in the first four iterations.
Technical debt has set in and the team's output will keep dropping until the cause is eliminated.
The team was in the storming stage of the development and now have moved to norming.
There is most likely a specific under-performing team member slowing the team down.

Question 9 of 180

9. Question

An agile team is struggling to solve a blocking issue with packaging design. Eventually, they find a solution, but it requires a different product format.

What should the team do before further developing the solution?

Create a prototype and demo it to the end customer.
Ask the product owner to approve the change.
Run a cost/benefit analysis to determine its value.
Check if the change is consistent with the product vision.

Question 10 of 180

10. Question

A merger of two companies results in combining an agile software project and a predictive electronics project into a single hybrid project. Two months later, requirements have changed in both tracks but NEITHER has a full picture on status or importance of the requirements.

How can the project manager best resolve the problem?

Integrate the product backlog into the requirements specification and educate the software team on working with the new document.
Create a requirements traceability matrix by combining the product backlog with the requirements specification and define both documents as input.
Integrate the requirements specification into the product backlog and educate the electronics team on working with the new document.
Integrate the revised work packages and updated product backlog items into a new master WBS for progress tracking.

Question 11 of 180

11. Question

A marketing team is developing a new website for an existing product range. The team reads through some customer comments submitted on the current website:

“Too much clicking!”
“More and better please.”
“Make it easier”

Which tool or technique should the marketing team use to identify the target audience’s style preferences?

Focus groups
Brainstorming
Product analysis
Benchmarking

Question 12 of 180

12. Question

A project has the following characteristics:
 
– To determine what product should be created, a feasibility study was conducted. 
– A change request was approved to develop another product that contradicts the original requirements.
– Data analysis was conducted before the change request was approved.
 
Which action should the project manager take?

Execute the change request.
Decline the change request.
Ask for a detailed report of the data analysis.
Ask for a feasibility study of the new product.

Question 13 of 180

13. Question

User test results for a prototype release are ready. The test users describe the kind of smoother experience they want, the many missing features they desire, and the ways the product could be more visually appealing.

What conclusions can be drawn from the user’s input?

The tests are irrelevant: the prototype design is NOT complete.
The tests were a failure: most of the features will need to be re-designed.
The tests were a success: the input will ensure a more targeted backlog.
The test results are unusable: the users did NOT understand the goals.

Question 14 of 180

14. Question

During estimating, the team is discussing an item in the backlog. It becomes clear that the item can be done in different ways, but the best way is NOT obvious.

What should the team do to progress on this item?

Add ranked alternatives to the backlog.
Select the cheapest alternative to build.
Add a new spike item to the backlog.
Select the fastest alternative to build

Question 15 of 180

15. Question

The agile team is building a version of a smartphone shopping application suitable for older people. Marketing has not been able to find any volunteer test users fitting the profile.

Which option would be most effective to ensure the best product value is delivered?

Examine evaluations of similar competitor products.
Ask older relatives about the price point they want.
Remove eyeglasses when testing the user interface.
Ask the product owner to run friendly tests with older relatives.

Question 16 of 180

16. Question
A customer contemplates adding new features to a project deliverable.
 
Which mandatory step must a project manager take before a project team member can start working on these new features?
- Verify requirements.
- Ensure approval from the responsible individual identified in the project management plan.
- Gain approval from the project sponsor.
- Ensure key subject matter experts (SMEs) approve.

Question 17 of 180

17. Question

A client’s employee asks the project manager for an additional, new product feature during a status meeting.
 
To which document should the project manager first refer to determine who has the authority to approve this request?

Change log
Change management plan
Responsible, accountable, consult, and inform (RACI) matrix
Change request document

Question 18 of 180

18. Question
A project is 50% completed. An essential project team member requests two (2) months leave for personal matters.
 
What should the project manager do first?
- Check with this team member to see if the leave can be postponed.
- Discuss the issue with the functional manager and request a replacement.
- Assess how the leave will impact the project.
- Refer to the resource management plan.
Question 19 of 180

19. Question
A project sponsor asks the project manager to change production materials because these materials could cause health problems to consumers.
 
Which step should the project manager take?
- Follow the Perform Integrated Change Control process and thoroughly investigate the matter.
- Immediately implement the change and submit a change request for formal documentation.
- End the current work and enact the change control process.
- Reject the change because the request is outside of scope.

Question 20 of 180

20. Question

A team was in the execution stage of the project management plan when three (3) necessary changes were brought to their attention. The team members all have differing opinions regarding how to implement the changes.

What should the project manager do?

Hold a meeting with the board and project sponsor to address the issue.
Confirm that all team members and stakeholders understand and follow the change management plan.
Organize a meeting with team members to review the issues and request changes where needed.
Ensure all requested changes are applied to the project and communicate directly with all team members.

Question 21 of 180

21. Question

A project manager recently joined a new project with the following characteristics:

– Tight deadlines
– Global virtual team
– Fixed budget

During the planning stage, the project manager wants to avoid scope creep and keep the team focused on delivering a product that meets requirements.

The project manager should ensure __________. (Fill in the blank with the correct response.)

that any changes to scope go through the formal approval process
that daily standups occur, with all development teams
that the development team leads generate detailed requirements
that stakeholders do NOT directly interact with the development team leads

Question 22 of 180

22. Question

The project sponsor requests that an element of a product will be swapped for the equivalent supplied by a local manufacturer in order to have a more sustainable supply chain.

Which action should the project manager take?

Promptly implement the change and submit a change request for formal documentation.
Refer to the Perform Integrated Change Control process to examine the issue further.
Halt current production and initiate the Perform Integrated Change Control process.
Refuse to fulfil the request because it will lead to scope creep.

Question 23 of 180

23. Question

A worldwide product launch will likely be delayed by the lengthy analysis needed to assess the impact of new European Union (EU) regulations. Perishable ingredients and factory bookings are at risk of being lost. The executive committee decides to postpone the launch in the EU but maintain launch dates in all non-EU countries.

How should the project manager re-plan the project to support both launches?

Use the contingency budget to cover sunken costs for the EU launch and adjust plans for the non-EU launch.
Replan the project as a fully agile set of iterations and ensure that fixed milestones are documented on the burn-down chart.
Plan analysis activities and tollgates for the EU launch and crash the schedule for the non-EU launch.
Embed a set of iterations to analyze and develop the EU product, while adjusting plans for the non-EU launch.

Question 24 of 180

24. Question

A multi-year, hybrid pharmaceutical project adds new fixed-date activities for the team to run Machine Learning (ML) processing of medical scans. The output from the ML analysis is used by an agile team of doctors to determine next steps in a patient case.

The project manager has updated the scope statement and schedule.

In which three other documents should the project manager record this new process? (Choose THREE).

Stakeholder Register
Sprint Backlog
Definition of Ready
Risk Register
Resource Management Plan

Question 25 of 180

25. Question

A project’s workload is increasing significantly, and the resource level is NOT sufficient. In response, management outsources some major tasks to keep the project on schedule.
 
What should the project manager do in this scenario?

Review the communications management plan.
Revise the procurement management plan.
Escalate to the project sponsor.
Revise the organizational chart.

Question 26 of 180

26. Question

A textile development project needs a specialized resource to work for 900 hours. The company has decided to outsource these hours. Because of internal policies, all potential service providers must be given the same information about the requirements.
 
Which action should the project manager take to ensure this?

Hold direct negotiations with each service provider.
Conduct a bidder conference with the service providers.
Ensure the procurement management plan is sent to each service provider.
Add each of the service providers to the stakeholder register.

Question 27 of 180

27. Question

Because a deliverable does NOT meet the agreed-upon quality specifications, it is rejected by the customer. Team members find that the deliverable fails to meet expectations because of a problem with vendor-provided parts.
 
The vendor says that they will NOT correct the problem.
 
Before deciding on next steps, what should the project manager do?

Check the service level agreement (SLA) established with the vendor.
Review the procurement management plan and contract agreements.
Check the internal quality assurance reports.
Review the resource management plan and document lessons learned.

Question 28 of 180

28. Question

Near the end of a manufacturing project, several team members are transferred to another project. To complete the work, the project manager needs to acquire additional resource support from a new supplier but is concerned about the cost risk of using a new supplier at this advanced stage of the project.
 
Now, the project manager needs to work with the procurement team to establish specifications and type of contract to be used.
 
What should be done?

Recommend a time and material (TM) contract.
Recommend a fixed price incentive fee (FPIF) contract.
Recommend a cost plus incentive fee (CPIF) contract.
Recommend a firm fixed price (FFP) contract.

Question 29 of 180

29. Question

A deliverable does NOT meet the agreed-upon quality specifications and is rejected by the customer. After investigation, the project team finds a fault with the vendor-provided parts. This fault caused the issue. The vendor says that they CANNOT correct the situation.
 
What should the project manager review before deciding on next steps?

The service level agreement (SLA) established with the vendor
The procurement management plan and contract agreements
The internal quality assurance reports
The resource management plan

Question 30 of 180

30. Question

A hybrid project combines IT integration and software development tasks. The predictive and agile teams seem to be working in silos, resulting in misaligned deliverable scheduling.

Which two measures would most effectively enable the teams to better synchronize their deliveries? (Choose TWO).

Alter the story size to ensure more complete integration to the IT build requirements.
Use the IT predictive schedule to limit the features the software team starts to develop.
Create a common Kanban board to queue and track progress of both teams' deliverables.
Break down IT work packages into more granular tasks to align to the software releases.
Define common milestones and an overall dependency network to be used by both teams.

Question 31 of 180

31. Question

Company G has a goal of increasing customer satisfaction within four (4) months and initiates a project to meet this goal. The project manager needs to identify best practices.

Which method should the project manager use to accomplish this?

Benchmarking
Emotional intelligence
Facilitation
Affinity diagram

Question 32 of 180

32. Question

A project manager begins to prepare the project management plan after receiving the project charter.

There is currently NO historical information in the project management office (PMO).

What next step should the project manager take in this scenario?

Utilize analogous estimating.
Seek advice from experts in the field.
Organize an initial kick-off call.
Request that the project sponsor provides input.

Question 33 of 180

33. Question

Company P’s IT transformation project has three (3) deliverables, and they have the following characteristics, according to the project team:

– Deliverable 2 has strictly scheduled milestones, with no expected variation in the timeline.
– Requirements for deliverables 1 and 3 will change quickly during development.

Which project life cycle should the project manager use for this project?

Select a fully agile project model, with a common user story and three-week sprints.
Select a waterfall project model for deliverables, with firm milestones and change control procedures.
Select a hybrid project model; position deliverable 2 as a single agile sprint embedded in an overall waterfall project.
Select a hybrid project model; position deliverable 2 as a single waterfall phase embedded in an overall agile project.

Question 34 of 180

34. Question

A consultant has advised an IT director to use a development and operations (DevOps) approach to a migration project. The IT director wants to understand how the necessary speed can be achieved in a safe way.

Which two examples could demonstrate how DevOps can reduce incidents and speed up deployment at the same time? {Choose TWO.)

Virtualization of all systems and software containers
Early collaboration between operations and development
Machine Learning-based development and deployment
Development testing at deployment sites before operations
Automation of operations and development

Question 35 of 180

35. Question

An innovative product fails to satisfy targeted consumers despite significant investments in quality control and marketing campaigns.

Which agile practice would best prevent future failures of this nature?

Run continuous consumer usability testing on product releases.
Align objectives between the product owner and marketing.
Broaden the persona type definition of the target consumer.
Add more features and tests to the minimum viable product (MVP).

Question 36 of 180

36. Question

An emergency vaccine roll-out project should be deployed to vaccination centers as soon as confirmed locations are booked. Factors such as delayed batch shipments, safety protocols, and target age groups may block the deployment at the last minute. However, the deployment process does NOT vary after passing the tollgate to begin setup at a new location.

Which project approach would best support the goal to maximize the number of centers deployed?

A fully predictive life cycle where each center deployment is a phase subject to dependencies.
A set of agile deployment iterations embedded in a predictive set of processes.
A set of predictive deployment sequences embedded in a set of agile processes.
A fully agile life cycle where dependencies and deployments are combined in each iteration.

Question 37 of 180

37. Question

A project to start building an ecology-focused resort complex is planned, and the contract is ready for signature. The client now asks the prime contractor to suspend planned development work on a parcel of land while the team runs a consumer study—the team needs to know what kind of structures to build on the parcel.

What should the prime contractor do to quickly close the deal, given the new client requirements?

Subtract the parcel development work from the quoted price and plan the parcel development as agile iterations paid based on time and materials.
Add a risk premium to the agreed price of the full works and add a clause to renegotiate the new scope when it is fully defined.
Raise a change request to examine the impact on scope and price and close the deal when all information is available.
Exclude all work on the parcel from the project plan and pricing and propose a separate contract when the scope becomes clear.

Question 38 of 180

38. Question

A new wildlife reserve project will have a staff of approximately 80 experts, builders, and logistics workers with exposure to various safety risks. The project manager wants a scalable approach combining flexibility and team dynamics with traditional safeguards.

Which option could be used to tailor a hybrid project of this nature?

Crystal Methods
eXtreme Programming (XP)
Behavior-Driven Development
Monte Carlo Simulation

Question 39 of 180

39. Question

In a hybrid product design project, the team encounters a 3D printer malfunction resulting in costly losses of titanium supplies. When the production team tells the agile programming team about the problem, it becomes clear that mistranslated data sheets created problems for both teams. However, the agile team resolved their problems a month before the malfunction.

What could the agile team have done to prevent the current malfunction?

Deprioritized the stories impacted by information in the data sheets
Asked the project sponsor to halt the project pending translation corrections
Summarized their retrospective conclusions on information radiators
Formally requested a change of equipment supplier for the project

Question 40 of 180

40. Question

A medical equipment vendor is running a hybrid project which includes some custom software development by an agile team. The team progress is good, but slow customer approval causes unnecessary delays. The customer insists that approval can only be given after repeating all the test cases in the target environment.

How can the project manager accelerate the approvals and build customer trust at the same time?

Invite the customer to send representatives to witness the team's testing to pre-approve the tests.
Work out an arrangement with the customer to defer as many tests as possible to the final release.
Propose new terms for team members to work aside the customer testers to run tests in their environment.
Allow the team to progress at their pace while the customer continues to test and approve earlier builds.

Question 41 of 180

41. Question

An organizational change program has met with internal resistance, a risk which was previously identified. A logistics manager is particularly affected, due to reduction of the team size and the rate of change driven by an agile planning of the predictive implementation. The manager’s supervisor formally requests the change program to delay implementation for the logistics team.

What should the project manager do next in response to this request?

Work with the program sponsor to re-prioritize the program backlog sequence.
Request that the sponsor escalate the strategic issue to the executive committee.
Perform root-cause analysis on the key factors causing the manager's resistance.
Review the risk register and implement the relevant risk response for the case.

Question 42 of 180

42. Question

A project team collected sensitive client data during the early stages of a project to help develop the project management plan. The team is now working on deliverables for the project when the compliance manager discovers a data breach and alerts the team to a compliance issue.
 
Which document should the project manager review first?

Statement of work (SOW)
Issue log
Business case
Risk register

Question 43 of 180

43. Question

The team working on Project A has resolved a technical issue, and the project is moving forward. The project manager has been warned that the same issue will probably arise on similar projects in the future.

What should the project manager do first when responding to this warning?

Ensure that the issue log is updated and update the lessons learned register.
Create a risk report and keep the report current.
Notify the project sponsor about the warning.
Ensure that the lessons learned register is updated.

Question 44 of 180

44. Question
While reviewing the issue log, the project manager notices that tasks assigned to two (2) team members are quite a bit behind schedule.

What should the project manager do?
- Notify the responsible team members of the need to complete the overdue tasks quickly in order to avoid introducing extra project risks.
- Document the issue, escalate to the project sponsor, and ask how they would like it resolved.
- Tell the team members who are behind schedule that they should explain why tasks were delayed and how they will get back on schedule.
- Work with the relevant team members to review the delayed tasks and decide on strategies for resolution.

Question 45 of 180

45. Question

Project team members are busier than usual. They indicate that they do NOT have the time to update the lessons learned repository because of other project responsibilities.

How should the project manager respond?

Require submission of lessons learned documentation after each project deliverable is accepted by the customer.
Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings.
File a change request to the project management office (PMO) to change how often lessons learned is collected.
Bring in a consultant to assist with collecting lessons learned to help reduce the burden on project team.

Question 46 of 180

46. Question

A large project includes functional groups in four (4) countries, a steering committee, and a project sponsor. As the project approaches completion, the project manager must prepare the closeout documents.
 
How should the project manager obtain appropriate signoff on the acceptance of project deliverables?

The project sponsor should be asked to sign off.
The steering committee should be asked to sign off.
The four managers from the four countries should be asked to sign off.
All of the parties involved should be asked to sign off.

Question 47 of 180

47. Question

After six (6) iterations, significant variations have occurred to project scope and schedule. These are due to the customer’s technology regulations and security policies, which are regularly reviewed. The project manager suggests taking a new approach to the next iteration to avoid possible delays.

What should the project manager do first?

Rank the importance of each improvement item, then implement actions identified during the last retrospective.
Engage in a cost-benefit analysis that can help predict the profits that could be realized through the use of new technology for the next phase.
Research new technology trends and management tools that have been successful on similar projects.
Use a backlog refinement meeting and include the customer's change requests in the discussion.

Question 48 of 180

48. Question

A project manager has completed the following steps:

– Finished a major IT deployment project
– Confirmed with the release manager that all systems are working
– Confirmed that functionality has been verified by the quality assurance team
– Informed the customer

Which next step should the project manager take?

Add the lessons learned to the organization knowledge base.
Update the risk register, stakeholders, and team members.
Ensure that the procurement plan is closed out.
Review, verify, and complete the release documentation.

Question 49 of 180

49. Question
Review the following steps.

1. A project has been successfully delivered.
2. The project manager is executing formal closure.
3. ______________________________________.

What is step 3?
- The project manager should update the bid documents.
- The project manager should obtain stakeholder acceptance.
- The project manager should reassign the project team.
- The project manager should reallocate the unused funds.

Question 50 of 180

50. Question

Review the following project characteristics:

– The project is in the initiation phase.
– Due to lack of funding, the project is terminated.
– The project manager must close the project.

What is the first action the project manager should take?

Rely on the communications management plan to properly inform all stakeholders.
Examine the organization's project closure guidelines.
Determine the potential impact of terminating the project by performing a risk analysis.
Close all project procurement processes.

Question 51 of 180

51. Question

After a project ends, the project manager and project team members are still being asked to do the following:

– Evaluate new requirements
– Make minor modifications
– Solve technical issues

The project manager wants to ensure the product or service developed by the project now has operational support.

What should the project manager do?

Complete the hand-off of the project.
Review the acceptance criteria and get acceptance.
Formally disband the project team and find a new project.
Continue to fulfil the requests as the product is still being developed.

Question 52 of 180

52. Question

Project team members are spending a lot of time helping maintenance and operations staff with a recently commissioned project component.

The project manager needs to validate that the component was signed off and ownership transferred.

Which three (3) documents should the project manager use for this decision?

Final report, organizational process assets updates, and procurement agreements
Procurement agreements, project document updates, and organizational process assets updates
Procurement agreements, stakeholder engagement plan, and organizational process assets updates
Final report, project document updates, and organizational process assets updates

Question 53 of 180

53. Question

A project is completed, but the project manager and project team members are being asked to do the following:

– Troubleshoot and resolve technical issues
– Evaluate new requirements
– Make minor adjustments

The project manager needs to ensure that the product developed by the project now has operational support.

What should the project manager do?

Since the product is still under development, continue to fulfil the requests.
Procure project acceptance.
Contact the project team, dismiss them from the project, and find a new project.
Execute the project hand-off.

Question 54 of 180

54. Question

At the end of an agile project, all stories are completed on schedule and all tests passed, but the customer does NOT consider the product a success.

Which is the most effective way to prevent this outcome in future projects?

Ensure that the product vision is approved by the customer before developing the backlog.
Agree with the customer on success criteria to be included in the Definition of Done.
Collect customer feedback on incremental release demos and user tests.
Ensure that the test plan includes non-functional requirements in the backlog.

Question 55 of 180

55. Question

An energy infrastructure vendor is delivering a complex solution proof of concept to a new strategic customer. The predictive project should be completed in 10 weeks, but there will be a long list of outstanding items, and some are dependent on external events with uncertain scheduling.

How should the project manager handle the outstanding items?

Transfer the outstanding items to the next project with the customer.
Plan five agile iterations to complete the tasks as soon as conditions allow.
Descope the outstanding tasks and remove them from the invoice.
Add resources and crash the schedule to complete outstanding tasks.

Question 56 of 180

56. Question

A project has the following characteristics:
 
– It is in the execution stage.
– A new law requires immediate compliance.
– This law will impact the project’s scope, schedule, and cost.
 
What are three possible actions to ensure compliance? (Choose three)

Initiate avoidance of the risk.
Ensure the project management plan is updated.
Escalate the issue to senior management.
Update the issue log.
Begin the change request process.

Question 57 of 180

57. Question

A new law is expected within the next 6 months that will affect a business’ product line. The next product is launching and should be completed within 3 months. Unfortunately, the new product will NOT meet the requirements of the proposed law.
 
How should the project manager respond to this potential problem?

Schedule a meeting with the sponsor and key stakeholders to discuss risks. Then, using the results of the meeting, revise the assumption log and project charter.
Revise the risk management plan. Then, move ahead with planning the project.
Move ahead with the project, following the plan. Then ensure on-time completion, so that the product will NOT be affected by any possible rule change.
Schedule a meeting with the sponsor and key stakeholders to warn them about the law. Then advise them to cancel the project until the legislation is finalized.

Question 58 of 180

58. Question

Project N is a business merger in a highly regulated industry. The project sponsor and a high-level executive have asked for changes that appear to disregard legal requirements. 
 
What should be the first step in the project manager’s response?

Immediately schedule a meeting with the stakeholders to review the situation.
Send the change control board (CCB) a change request.
Check with the organization's relevant legal practitioner for guidance
Review the organization's lessons learned database for precedents and direction.

Question 59 of 180

59. Question

A project manager needs to ensure that all data security requirements are covered during a data warehouse development project’s execution phase. Each of the databases created during different project phases will have a specific data security policy to comply with governmental data security laws.
 
How should the project manager plan to meet these requirements?

Plan a database development specification, then regularly check to ensure the work aligns with the specification.
Arrange for review of the data security status on a quarterly basis, and recommend remedial steps if noncompliance is found.
Tell the database developer to submit documentation of data security items and the steps they need to take to correct items that do NOT meet specifications.
Add a quality assurance specialist resource to the project team, who will be responsible for monitoring the data security quality of the project.

Question 60 of 180

60. Question

A project team learns about a new compliance requirement from an international entity that may impact the baseline business case for the project. They learn this right after the project charter is completed and the project sponsor has signed. 
 
How should the project manager proceed?

Research the requirement and possible consequences, then give the sponsor a recommendation.
Address the requirement through the creation of a quality management plan.
Ignore the issue, as the new requirement is NOT part of the project's documented scope.
Ensure that the requirement is documented in the risk register, then ask for further guidance from all stakeholders.

Question 61 of 180

61. Question

A Canadian start-up company announces to the press its imminent launch in the European Union (EU) and Latin America. Soon afterward, the compliance team recommends delaying the launch by 6 months to avoid substantial penalties related to a new set of EU regulations.

Which approach could the project manager take to advance the launch project while preparing the compliance measures?

Run a SWOT analysis to weigh priorities between compliance and consumer needs, and resume project if the result favors consumers.
Estimate impact of penalties on the project, increase the contingency reserve accordingly and resume project as planned.
Replan the predictive project as a Large-Scale Scrum life cycle, and use story points to estimate approval milestones.
Split work affected by the regulations into an agile track and replan unaffected work in the predictive schedule.

Question 62 of 180

62. Question

Two (2) months into a 3-year mobile telecom roll-out, the project manager discovers that approximately fifteen percent (15%) of the equipment is prohibited for delivery because of an embargo. The procurement contract does NOT cover the embargo case, but the company could incur severe penalties for incomplete delivery.

What is the appropriate solution for the situation?

Add an agile track to explore and plan delivery of alternative equipment.
Explore insurance and contingency options to cover the cost of the risk.
Compare the penalty costs of delivering or not delivering and choose the lower one.
Accept the client’s penalties, close the project, and cease business in the country.

Question 63 of 180

63. Question

The legal team informs the product owner that another company owns a patent for an innovation used in the agile team’s product, which is now 75% complete.

What should the product owner do to determine the appropriate way forward?

Work with the legal department to find markets where the patent is NOT registered.
Perform marginal economics analysis and identify minimum releasable features.
Terminate the project immediately to prevent any further sunken costs.
Continue work on the product after removing the patented component.

Question 64 of 180

64. Question

A new regulation requires consumer warnings on labels, but a company’s product package is too small to fit the additional information. The regulatory specification does NOT provide a solution, so the agile team decides to solve the problem by displaying the information on a fold-out flap. The start of mass production of the new labels, the project’s next milestone, is scheduled to begin in five days.

What should the agile team do next?

Update the sprint backlog to reflect the additional product label requirement.
Contact the compliance team to determine validity of the selected format.
Develop a prototype and submit it to the label manufacturer for approval.
Develop a prototype and submit it to the label manufacturer for approval.

Question 65 of 180

65. Question
A project manager leaves the company and is replaced. The new project manager is excited to start guiding the team toward project success.
 
What should the new project manager do first?
- Review the project charter to identify goals and deliverables.
- Review the project diary and look for notes made by the former project manager.
- Modify the project schedule, adding a new activity related to the knowledge transfer process.
- Revisit the project budget and schedule to determine if extra time is required.

Question 66 of 180

66. Question

A project manager receives the following for a new project:
 
– Assumptions
– Restrictions
– Preliminary scope
 
After receiving this information, what should the project manager do first?

Review and understand the business case and project goals.
Put together the project team and assign project tasks.
Build the project schedule and determine the critical path.
Ensure project charter approval is obtained from the sponsor.

Question 67 of 180

67. Question

A week prior to the project kick-off call, a project manager meets with a key project resource to gain a deeper understanding of the complexity of the project deliverables.
 
The resource expresses concern and worry regarding the deliverables.

How can the project manager ensure that the deliverables are realistic?

Perform a feasibility study, and then assess the results.
Discuss the resource's concerns with the sponsor, and modify the project charter.
Note the concerns in the issue log to review at a later date.
Identify threats and preventive actions by conducting a risk assessment.

Question 68 of 180

68. Question

A key project resource is discussing the complexity of project deliverables with the project manager 2 weeks before the kickoff call. The resource expresses nervousness and concern regarding the deliverables.

The project manager wants to ensure that the deliverables are realistic.
 
What is the appropriate action to take?

Implement a feasibility study, and then assess and review the results.
Hold a meeting with the project sponsor to discuss the resource's concerns and revise the project charter.
Ensure that the concerns are documented in the issue log for later review.
Start to identify threats and preventive actions by performing a risk assessment.

Question 69 of 180

69. Question

During user testing, a client agrees to the final product. One day later, the client indicates that the final product MAY NOT be acceptable.
 
What should be the project manager’s first step for resolving this issue?

Discuss concerns with the client and consult the project’s acceptance criteria.
Review the project's quality management plan.
Review the project’s requirements documentation.
Refer to the project charter and lessons learned register.

Question 70 of 180

70. Question

A new product development project is to be initiated in a difficult business context. Competition is driving prices down, and supply costs are rising.

Why would an agile incremental project approach be the safest choice in this context?

It ensures that the project can be cancelled at any time without loss.
It accelerates delivery of business value and minimizes risk of irrelevancy.
It reduces the team size and eliminates communication bottlenecks.
It provides stringent methods to reduce cost of quality and conformity.

Question 71 of 180

71. Question

The marketing director is displeased that the agile innovation team is producing too many novelty products with too little business value.

Which two approaches should the project manager take to correct the team’s approach? (Choose TWO).

Work with the product owners to tighten value criteria in the Definition of Ready.
Ask the team to take a training course on direct response marketing.
Increase the story sizes to integrate more valuable features.
Survey end users and integrate resulting value rank into the product backlog.
Add a process so the marketing director can approve each story.

Question 72 of 180

72. Question

An agile innovation team is highly productive. However, the Head of Operations informs the product owner that the company is NOT getting sustainable return on investment from the team’s work.

How should the product owner address the problem?

Define a minimum viable product (MVP) with the team and prioritize relevant backlog items.
Reduce the number of team members as necessary to guarantee a positive return on investment.
Identify minimum marketable features (MMF) and prioritize relevant backlog items.
Work with the project manager to run a retrospective and perform project cancellation.

Question 73 of 180

73. Question

The success of an ongoing agile project is measured as follows:

2-week Stories Stories Planned Earned
Sprint Planned Completed Value Value

            1                 15                   10               450K               300K
            2                 20                   18               600K               540K
            3                 20                   25               800K             1000K
            4                 22                   25             1100K             1250K

What two (2) conclusions can be drawn from these figures? (Choose two)

The team worked less efficiently over time.
The team kept a steady rate of efficiency.
The backlog was NOT prioritized for time to value.
The backlog was prioritized for time to value.
The team worked more efficiently over time.

Question 74 of 180

74. Question

A company is losing market share to disruptive competitors with new business models. A cross-functional agile team has been formed to recommend ways to recover market share.

How can the team increase their chance of producing successful recommendations?

Gain a deep understanding of why customers are disappointed by the company's products.
Focus on enabling profitable delivery of unique, high-quality, and innovative products.
Understand how the competitors' business models can reach more consumers at a lower cost.
Focus on understanding the value consumers seek and the value competitors offer.

Question 75 of 180

75. Question

Over the past six months, the development cost per story has risen by more than 250% due to a faulty platform which is NO longer supported. The product vision highlights unique features of the platform as a pre-requisite for the product.

What should the project manager do to determine next steps?

Cancel the project due to exceeding the budget constraint.
Ask the product owner to select an alternative platform.
Cancel the project as the product vision CANNOT be fulfilled.
Run what-if cost impact scenarios with the product owner.

Question 76 of 180

76. Question

The agile team will take over from another supplier to maintain a client’s website. The team notices that recent browser changes imply that most of the website’s existing content would now require users to install a plug-in.

How should the agile team move forward?

Inform the client and propose an impact analysis.
Update all pre-existing code to remove plug-in dependencies.
Inform the client about the previous supplier's negligence.
Deliver the code updates as defined in the contract

Question 77 of 180

77. Question

The quarterly results show that competitors are driving prices down. The company is losing market share and midway into a product development project, it appears the sponsoring unit is not likely to get return on their investment.

Which two actions should the project manager take to adapt the project to these new conditions? (Choose TWO).

Incrementally replace local staff with outside expert staff who can work at half the hourly rate or less.
Re-scope the project to deliver the same features as the competitors to match their pricing.
Make a cost/benefit analysis of deliverables to optimize delivery cost and speed.
Fast-track the remainder of the project to deliver the intended scope with lower overhead costs.
Create an agile track to incrementally maximize value within a fixed budget.

Question 78 of 180

78. Question

A pharmaceutical project includes an agile team of doctors who analyze human tissue scans from drug trial patients. The CEO wants to leverage Machine Learning (ML) technology, because it is proven to be faster and more accurate than doctors in scan analysis.

How should the product owner proceed in response to the CEO’s wish?

Record the risk in the register and plan for discussing a response in the retrospective.
Work with the team to plan how to use the ML resources and produce a business case.
Anticipate a negative response from the team and be ready to persuade them that their time and skill will be better spent elsewhere.
Ask the team to produce a SWOT analysis supporting human-based validation.

Question 79 of 180

79. Question

As part of an organizational change program, an experienced project manager with agile experience and certification is hired by a company with a strong predictive culture.

Which two actions can the project manager take to start helping the company adopt agile methodologies? (Choose TWO.)

Ensure that the MoSCoW method is used to write all project requirements.
Analyze all planned projects to pick the appropriate agile model.
Show stakeholders how agile can increase quality and decrease risk.
Train project teams to be more self-reliant and cross-functional.
Identify opportunities for incremental business value delivery.

Question 80 of 180

80. Question
An agile team needs to decide who should represent them in the Scrum of Scrums.

Which option should be used to select the best-suited team member?
- Scrum
- DevOps
- eXtreme Programming
- CI/CD

Question 81 of 180

81. Question

A project manager for a major annual international sporting event is reviewing data collected after the second of six planned project phases and sees that the team is performing poorly. The project uses a hybrid management model, with a project manager and decentralized decision-making at the team level. The project manager learns that several critical elements are behind schedule, and some delivered services are not operating correctly, resulting in rework and more delays. Also, team members might be enjoying working with the sports teams and being in the media spotlight a bit too much.

What should the project manager do?

Continue to allow the team to make decisions and self-organize around work.
Review performance data and reinforce project goals with the team at the soonest opportunity.
Log the performance issues in the issue log and assign team members to identify and execute solutions.
Coach team members about prioritizing work over having fun.

Question 82 of 180

82. Question

A large project team for a major annual event is reforming with all the same team members. To prepare for the preliminary meeting with the team, the newly assigned project manager reviews the lessons learned repository and sees this highlighted comment: “Team members were distracted at the live matches. The team leads were ineffective at redirecting team member effort.”

How should the project manager approach this situation?

Replace the team leads from the previous year with stronger, experienced team leads.
Coach the team members from the previous year about professionalism at the live matches.
Establish clearer ground rules with the team and team leads, including disciplinary actions for breaches.
Implement appropriate behavior guidelines and penalties for team members at live matches.

Question 83 of 180

83. Question

To prepare for this year’s major international sporting event which will be broadcasted live on every continent, the project manager arranges professional media training for key members of the project team and stakeholders. Stakeholder A, who is outspoken and extremely active in the media, is not taking the training class seriously. The facilitator reports the issue by email, stating “I can’t work with this trainee anymore!”

What should the project manager do?

Continue the training and log the issue with stakeholder A.
Attend the next session to confirm the facilitator’s reported issue.
Coach stakeholder A about their attitude and redo their training.
Meet with stakeholder A to determine how to better meet their training needs.

Question 84 of 180

84. Question

Owners of a small luxury travel magazine want to expand their services to provide bookings for readers’ dream holidays. They commit 15% of the company’s annual profit over 3 years to develop and launch the service. The company creates a high-level vision statement and objectives and key results (OKRs), which they hand over to a consulting company.

Which approach and initial scope decision is suitable for this project to begin work?

The company should use the OKRs to define the scope statement and the consultants can create a product roadmap
The company should decide on a fixed project scope and time line for delivery and then inform the consultants
The consultants should create a project management plan with a defined scope and scope baseline using the information provided by the company
The consultants should create an initial flexible scope and use progressive elaboration based on an agreed time line

Question 85 of 180

85. Question

A government agency is concerned about the continuity of their projects. Many senior staff members who started the agency are retiring in the next 5 to 10 years. Their knowledge and experience as project managers of past and current projects will be critical to the agency’s future success.

A project manager is engaged to steer the effort. Which two options are the best ways of ensuring knowledge transfer for continuity of the agency’s projects? (Choose two)

Create objectives for a mentorship program of junior staff by senior staff and build a knowledge base.
Capture and archive senior staff member knowledge and establish a community of practice for project management.
Prioritize building an organizational culture that values mentoring and a growth mindset.
Review the agency’s continuous improvement plan and ensure it is adequate and understood by everyone.
Digitize the lessons learned repository from past projects.

Question 86 of 180

86. Question

A company designs robotic vacuum cleaners. Sales are declining, so the company wants to pursue a business opportunity in a growing market: to adapt their machinery with artificial intelligence (AI) for use as home companions. A senior business analyst completes a feasibility study and examines the opportunity, delivering three main points:

• Partner with another company to provide AI technology instead of in-house capability development
• Success could triple the company’s growth over the next 5 years!
• Expand existing sales channels.

The stakeholders authorize the project unanimously and appoint a project manager to start work. Which two actions should the project manager perform first? (Choose two)

Determine the contingencies for project risks.
Request data about the growing market from the senior business analyst.
Identify the project stakeholders.
Draft a high-level scope.
Determine resource needs, including personnel and infrastructure changes.

Question 87 of 180

87. Question

An agile project team previously attempted to launch a new version of streaming fitness videos in an increasingly competitive market. By the end of the last project, competitors had already launched similar products. Stakeholders were disappointed about the loss of value.

Which two actions should the team leadership have taken or done differently to avoid stakeholder dissatisfaction? (Choose two)

Increased the pace of work by adding more human resources
Eliminated errors in the work flow and found efficiencies
Conducted more market research before beginning the project
Used shorter cadences to enable better analysis and response to market changes
Collaborated more closely with stakeholders

Question 88 of 180

88. Question

A project team working in a city’s transportation agency is planning the launch of a 24-hour subway service for the first time in its 120-year history. One month before the launch, a terrible electrical accident shuts down service for the whole city, causing injuries and millions of dollars of damage to the infrastructure.

What should the project manager do?

Close the project.
Consult the communications management plan.
Review the risk register.
Contact the project sponsor.

Question 89 of 180

89. Question

A project to train kitchen personnel in process efficiencies for a restaurant franchise has a small project team of four people. It is essential that this team has a broad understanding of the franchise’s business processes so they can create training that delivers the efficiencies required across the business.

Which team member already has T-shaped skills that would be beneficial to this project?

A – Project manager with 30 years of experience leading business development projects
B – Training specialist with 10 years of experience in menu development
C – Team member with 5 years of experience leading teams, who also is scrum master
D – Team lead for finance and operations, who was once the owner/operator of a franchise

Team member A
Team member B
Team member C
Team member D

Question 90 of 180

90. Question

At the beginning of a customer service improvement project, two stakeholders are noted as “resistant” on the stakeholder engagement assessment matrix (SEAM):

• A finance executive who says the cost of the project is too high
• The customer care team that wants better salaries and working conditions.

All other stakeholders support the project.

After months of difficult negotiations, the customer care stakeholder group is now noted as “neutral,” though final agreements must be signed; this is ongoing and will take significant time and effort. The finance executive continues to state that the cost of the project is too high.

What should the project manager do?

Use personal influence to gain agreement with the finance executive while negotiations with the customer care stakeholders continue.
Focus on negotiating the final agreements for the customer care stakeholder group at a cost that also satisfies the finance executive.
Ask the supportive stakeholders to explain or justify the cost of the salary increases to the finance executive.
Send an email to all stakeholders, stating the problem and urging them to find a solution.

Question 91 of 180

91. Question

An agile team member has an extremely varied skill set and performs their work well on projects. This team member has been allocated to many different roles during their work history at the company. For this reason, the team member states, “I feel like I am put on projects randomly. I am not getting anywhere, and the company does not value my work.”

What should the team lead do?

Coach the team member and help them to find a suitable mentor for career development.
Reassure the team member about their value as a T-shaped team member.
Encourage the team member to become more emotionally intelligent .
Urge the team member to get as many certifications as possible.

Question 92 of 180

92. Question

An established farm is struggling to maintain profitability and plans to integrate an agro-tourism project to expand the business. They hire a project manager and personnel and initiate a project. The new team members will be shared resources for both the farm and the playground project. The farm needs to continue generating cash flow to support operations until the project is integrated–in 8 months.

By the second month, the project manager learns that farm production performance has decreased drastically because the project takes up a lot of the team’s time. Which two approaches should the project manager consider to provide the best chance for the business to succeed and produce the desired outcomes? (Choose two)

Establish clear role delineations for the team members.
Create roadmaps for farm production and the playground project, with clear value delivery goals for each.
Focus on the farm operations first to stabilize processes because this is the main revenue earner.
Create a project management plan that combines the farm and the playground.
Decide between the farm or the playground business option.

Question 93 of 180

93. Question

A company is undergoing a global enterprise-level transformation. In 3 years, they will end 85 years of publishing books and instead offer tutored, virtual learning communities.

The first big project is to refit the factories and warehouses as film studios. The project management office (PMO) authorizes a project using a predictive life cycle, and that work begins. However, the learning community designers (key stakeholders) keep requesting design changes, which has caused delays and costly rework. With 18 months left, the team is getting nervous.

How should the project manager respond?

Continue to process the designers’ changes using the change control process.
Suspend the project until the designers finalize their decisions and then restart work.
Limit the changes to critical ones only and initiate another project afterwards to retrofit the studios with further changes.
Pivot to an iterative development approach to capture designer feedback at set intervals during construction.

Question 94 of 180

94. Question

During a busy period of organizational change, team members on project L are allocated as follows:

• 60% of working hours – project L
• 20% of working hours – company-wide organizational change project
• 20% of working hours – functional role

Project L is progressing according to schedule and budget, but a few minor quality factors are being neglected. The project manager is prioritizing on-time delivery and the very dedicated team asks about working overtime to improve quality.

How should the project manager respond?

Avoid granting the overtime request; instead, ask the functional managers if the project can borrow them for a few weeks.
Avoid granting the overtime request; instead, ask the organizational change project leader to do without them for a few weeks.
Collaborate with the managers and the organizational change project leader to compromise on how team members can spend more time on project L.
Grant the overtime request for the team members and find a way to pay for it with the existing project budget.

Question 95 of 180

95. Question

A hotel chain wants to improve the customer loyalty program by increasing the number of returning guests by 35%. The project manager finds two strong opinions:

• Stakeholder J suggests that the sales teams focus on the top 10 corporate clients and incentivize them toward exclusive use of this hotel chain

• Stakeholder M suggests improving the quality of their airport sites, which already have a large number of repeat guests. Stakeholder M also insists the chain cannot compete in larger markets, so the strategy stakeholder J suggests will fail.

In a dramatic escalation, stakeholder M sends an email to the project manager and the entire leadership team accusing stakeholder J of having a bias.

What should the project manager do first?

Mediate between the two stakeholders and determine an initial scope that satisfies both.
Coach stakeholder M about professional behavior and ask them to apologize to stakeholder J.
Escalate this as an issue to human resources.
Remove stakeholder M from the project for violation of ethical standards.

Question 96 of 180

96. Question

At the start of a project, stakeholders agreed to expedite approval of the project charter and project management plan to get the project started on time. But after the first sample batch is sent to the customer, a serious problem is discovered:

Customer: “Samples sent over for approval are inferior, with failure rate of 27%. . . thought we agreed 15% as maximum failure rate.”

The project manager checks the project management plan and discovers that “good quality” was noted as the acceptance criteria instead of the usual number range for failure rate. The other stakeholders are willing to approve the batch with a 20-25% failure rate, but the customer rejects this idea.

What should the project manager do, and which artifact should be updated?

Update the project management plan with the required 15% failure rate and seek approval to deliver the goods incrementally, with some past the original due date.
Persuade the customer to accept the loss in quality in exchange for on-time delivery and update the issue log and lessons learned.
Collaborate with all the stakeholders to agree on the quality standard and acceptance criteria, then update the quality policy for the project before continuing the work.
Resolve the quality problem, per the customer's acceptance criteria and update the issue log and project management plan.

Question 97 of 180

97. Question

A project that is in progress requires a resource with a specialized skill. Because of time limitations, the agile team has two options: either borrow a team member from another department who can work part-time or use an independent contractor. The eight team members discuss the options, but they are unable to reach an agreement. The vote is 50/50, and both options have positive benefits as well as risks.

What should the team do?

Use Roman voting.
Empower the team lead to make a decision based on multicriteria analysis.
Wait until the next retrospective and ask again.
Ask the product owner to decide.

Question 98 of 180

98. Question

A project will create digital keys for 18,500 employees at an airport. The project management plan states that security clearance data for employees must be verified and updated in a digital security file every 6 months. This is part of the acceptance criteria. In month 3, the project manager discovers that the company hired to maintain the digital security files has filed for bankruptcy.

Which statement describes the status of this project?

This project will fail.
This project has an issue.
This project is noncompliant.
This project is high risk.

Question 99 of 180

99. Question

A pharmaceutical company has manufactured its best-selling product for more than 50 years. Production has steadily increased, and the company is ready to make a significant investment to expand the business.

Leadership asks the project management team to carefully assess the risk of this expansion. What should the team focus on?

Stakeholder profiles
Last year’s annual budget
Product roadmap
Company’s mission statement

Question 100 of 180

100. Question

A financial services project will be executed by a team of three teams. Each team has unique objectives for the first phase and then will merge efforts for the second phase to deliver the product. The product owner wants it done as soon as possible. In the initial draft of the schedule, team A finishes their work in a 9-week time line, but teams B and C need 14 weeks to complete their work.

The scrum master suggests allocating resources from team A to teams B and C during weeks 10-12, to shorten the total time line. Teams B and C agree and would like the added resources. However, team A says “no” because they need to prepare the transition plan and train staff on the product during weeks 10-14.

Which two actions should happen? (Choose two)

The product owner should reprioritize the backlog.
The teams should decide their own schedules.
The teams should hold a scrum of scrums to decide the schedule.
The scrum master should facilitate a planning retrospective.
The product owner should add the transition requirements to the backlog.

Question 101 of 180

101. Question

A project manager in a luggage manufacturing company is asked to explore new business opportunities and deliver three proofs of concepts (POCs) to the executive team. Sales are declining rapidly and the company’s future is at risk. The 15 project team members are stakeholders from all over the organization, chosen for their independent thinking. They have very different points of view about which opportunities are best, and arguments are erupting openly and often.

Because of the varied points of view, the project manager adopts an agile approach to quickly build shared understanding about the work and find the best solutions to present to the executive team. Which two approaches should the project manager consider? (Choose two)

Train stakeholders on how to create user stories and story map of their ideas to share these with the whole group and vote for the three best to create the POCs.
Supervise the work but empower three agile teams of five people each to self-organize and ideate new business concepts as user stories to be reviewed at retrospectives and then developed iteratively.
Send a survey to the 15 stakeholders asking for new business ideas and concepts; share all the answers anonymously and then vote on the three best.
Prioritize the executive or senior stakeholders’ ideas; empower them as team leads of self-organizing agile teams that deliver POCs to the company incrementally.
Ask each stakeholder to create a vision statement and use an Extreme Programming (XP) metaphor to explain their best idea; all stakeholders vote for the three best and develop them as POCs.

Question 102 of 180

102. Question

A virtual team will travel to a work site and work as a colocated team for 6 weeks in Q3 of next year to transition their project to the customer. One team member, whose role is critical to the transition, is getting married during Q3 but has not told anyone until now. This team member requested 3 weeks of holiday right before the planned team travel.

What should the project manager do?

Ask another team member to job shadow this team member as a contingency.
Reject the request because this team member's role is critical.
Plan for the risk of a delayed transition because of this team member’s absence.
Replace the team member now to avoid disruption next year.

Question 103 of 180

103. Question
There have been many disputes on the project with the current contractor. The contractor claims the project team is always asking that work not be listed in the contract, and the team claims that the contractor has not been doing the work listed in the contract. What should the project manager do first?
- Contact claims administration
- Meet with the project team members to understand why they feel the contractor has not been doing the work in the contract
- Review the contract
- Meet with the contractor to understand why the team continually asks that the work not be listed in the contract
Question 104 of 180

104. Question
The project manager and team have decided to hire a contractor to complete the installation of the servers for the system’s upgrade project. The terms of agreement have the contractor being paid on a monthly basis until the work is done. What process will the contractor payments be made in?
- Plan procurement management
- Control procurement
- Manage procurement
- Conduct procurement
Question 105 of 180

105. Question
While working on a project, the CEO of the company has informed you that he would like to terminate the project and have you work on a few others projects. What kind of influence does this best represent?
- Sideways
- Downwards
- Outwards
- Upwards
Question 106 of 180

106. Question
Which of the following statements is true about projects:
- Projects are ongoing operations to improve business products
- Projects are ongoing operations that will create a unique product, service, or result
- Projects are temporary operations that are only done to improve a business
- Projects are temporary Endeavors to create a unique product, service, or results
Question 107 of 180

107. Question
The project manager has brought the project team together to explain what the project will be about and what their roles will be. The team members introduce themselves to each other and learn about the different skill sets each of them brings to the project. What stage on Tuckman’s ladder best represents this?
- Forming
- Storming
- Norming
- Performing
Question 108 of 180

108. Question
The project team has completed a major deliverable on the game development project. The deliverable was given to the project manager. What action should the project manager take next?
- Close the project
- Ask the team to review the deliverable
- Get acceptance from the project sponsor
- Check the deliverable for quality requirements
Question 109 of 180

109. Question
The team is concerned with the quality of the product about to be created by the project. What statement about quality management is true?
- High-grade, low quality is okay
- Low-grade, high quality is okay
- Low-grade, low quality is okay
- Inspection leads to less prevention
Question 110 of 180

110. Question
While managing a datacenter development project, the project manager has noticed there are many conflicts between the team members on the project. When managing a conflict in a project, what would be the best role for the project manager?
- Advisor
- Facilitator
- Direct
- Dictator
Question 111 of 180

111. Question
The project team has completed a bidder conference for the office renovation project. Over 15 different construction companies came to the conference. Directly after the conference, all the companies submitted their bids immediately. What is the next step the project team should take?
- Rewrite the statement of work
- Select the seller
- Update the agreement
- Update the scope baseline
Question 112 of 180

112. Question
After the project manager has collected the requirements and received approval for the scope statement, what process should the project manager do next?
- Sequence activities
- Create WBS
- Create scope baseline
- Define activities
Question 113 of 180

113. Question
The project manager is working on a new electrical wiring upgrade project for the entire office. Due to safety issues, the project manager cannot move forward with many parts of the project without inspections and permits from the local Buildings Department. Most permits take approximately 6 weeks to get. Where would the project manager document the opportunity the project should take if a permit comes within 2 weeks instead of the 6 weeks?
- Risk register
- Assumption log
- Change request
- Issue log
Question 114 of 180

114. Question
Senior management in the organization would like your project to have as few risks as possible. Which of the following contracts best meet their criteria?
- Cost reimbursable
- Time and material
- Cost plus fixed fee
- Fixed price
Question 115 of 180

115. Question
While planning the risk responses for a construction project, the project manager and project team have decided they will have to choose a new electrical contractor due to the fact that the recommended contractor has legal issues with the local building department. The legal issues could cause the project to be delayed. What risk response does this represent?
- Avoid
- Mitigate
- Exploit
- Acceptance
Question 116 of 180

116. Question
A project manager has completed the project status report. The report states the CPI is 1.1 and the SPI is 1.14. The report was given to the project sponsor, who has become very upset about the project’s progress and has requested an immediate meeting with the project manager. What should the project manager report in the meeting?
- Their has been many changes to the scope that has cause the project to be over budget
- The project is progressing on schedule and budget
- Their has been many changes to the scope that has cause the project to be behind schedule
- The project is behind schedule and over budget due to scope creep
Question 117 of 180

117. Question
The project sponsor has signed off on the project charter and has spoken to the project manager, who then has to keep the cost down on the project. The project manager agrees to try his best to keep cost down and to finish the project under budget. What should the project manager do next?
- Create the WBS
- Implement the project cost reduction program
- Meet with the stakeholders to gather their requirements
- Meet with the team to determine where money can be saved on the project
Question 118 of 180

118. Question
Mark is currently working on the workstation upgrade project. He has noticed there are three activities on the critical path, which are activity A, C, and D. Activity B has a slack of 2 and a duration of 4 days. Activity C has a duration of 3 days, and activity D has a duration of 6 days. What is the slack on activity A?
- 2 days
- Cannot be determined
- 4 days
- 0 days
Question 119 of 180

119. Question
While measuring quality on a project, the project team decided to just measure the quality as pass/fail. The team has determined that this is the best method because the deliverables are mostly functions that will need to produce a correct result. What best describes this measurement?
- Statistical sampling
- Mutually exclusive
- Attribute sampling
- Statistical independence
Question 120 of 180

120. Question
While working with the system administrator, the project manager identifies many different types of resources required for the project to be completed successfully. The project manager classifies them as HR, material, equipment, and consumable resources. Where can the project manager best document these resources?
- Resource category Matrix
- Resource breakdown structure
- Resource requirements
- Resource register
Question 121 of 180

121. Question
While working on a large multinational project, you identify some of the positive and negative stakeholders. What process group are you currently engaged in?
- Planning
- Stakeholder management
- Initiating
- Communications management
Question 122 of 180

122. Question
When managing a small construction project, the project manager has informed the project team members that they are using too many materials to complete the project work. The project manager feels the team members could utilize a lot less materials to accomplish the work they’re currently doing. What process describes this scenario?
- Develop team
- Control resources
- Monitor resources
- Manage team
Question 123 of 180

123. Question
The project has just been initiated, and the project sponsor calls the project manager and asks approximately when he thinks the project will be completed. The project manager replies that they have been unable to thoroughly analyze the work needed to complete the project and that he is not very knowledgeable about this kind of work. The sponsor insists on receiving a high-level estimate. The project manager responds that it will take approximately 3 months to complete the work based on his experience working on a project very similar to this one. What technique best represents this estimate?
- Analogous estimates
- Bottom-up estimates
- Expert judgement
- Parametric estimates
Question 124 of 180

124. Question
While working on the workstation upgrade project, the project sponsor informs the team that they have to stop the project immediately and start working on a router upgrade project. The sponsor wants the router upgrade project to start in as little as 2 days. What should the project manager do next?
- Get an authorized project charter for the router upgrade project.
- Conduct the close project or phase process for the current project and write the final report.
- Inform the sponsor that the router upgrade project plan will take more than 2 days.
- Write the charter for the new router upgrade project.
Question 125 of 180

125. Question
The project manager has just spoken to one of the software developers, Bill, about the project and has asked for an estimate of how long it will take to code a specific function. Bill said that it would take a maximum of 10 days, but that most likely it will be 6 days. The project manager has calculated the PERT estimated duration of this activity to be 6 days. What is the least amount of days it will take to complete this activity?
- 3
- 4
- 2
- 1
Question 126 of 180

126. Question
You have just been appointed the new project manager on a product upgrade project. One person in particular at the company feels like the project may cause them to lose their job. This person has expert knowledge of the current product and does not feel that it needs an upgrade. What would you consider this person on your project?
- Team member
- Employee
- Subject matter expert
- Stakeholder
Question 127 of 180

127. Question
While conducting a risk assessment on a project, the project manager has identified a new regulatory risk. If the project is not completed by July 31, the company will have to scrap the project. What best describes this?
- Project constraint
- Project work
- Project requirement
- Project scope
Question 128 of 180

128. Question
The project manager and the team have worked endless hours to calculate the amount of time it will take to conduct each activity. They would like to document some of the assumptions they made and the constraints they may face when the project is executed. What document will they use for this?
- Basis of estimates
- Project schedule
- Duration estimates
- Cost estimates
Question 129 of 180

129. Question
While managing the project team the agile project manager is having a very difficult time understanding why team members are always frustrated when communicating with him. What critical soft skills does this project manager lack?
- Emotional intelligence
- Negotiation
- Facilitation
- Active listening
Question 130 of 180

130. Question
What is the main difference between the product scope and the project scope?
- The project manager plans product scope, and the project team plans the project scope.
- The project scope describes the features and functionality of the product, whereas the product scope describes how to get the features and functionality from the product.
- There is no difference.
- The product scope describes the features and functionality of a product, whereas the project scope describes how to get the features and functionality from the product.
Question 131 of 180

131. Question
While working on a project, you realize that you will not be able to install the server and the workstations at the same time. In fact, the team has alerted you that after the server installation is done, you should wait an additional 4 days before installing the workstations. This is due to the updates the server will need, which is an automated process. What do you need to add to the schedule in order to account for this delay?
- Lag
- Float
- Lead
- Slack
Question 132 of 180

132. Question
During a new smartphone development project, the customers are given a prototype of the smartphone for them to try. They inform you that the phone constantly reboots, and sometimes the touch screen does not work. What tool can the project team use to find the reasons for these defects?
- Histograms
- Inspections
- Ishikawa diagram
- Assumptions analysis
Question 133 of 180

133. Question
Managing a project can be a very complex task that involves identifying and managing all the stakeholders on the project. The project manager spends 90% of their time doing what important task?
- Determining how long it will take to finish an activity
- Communications
- Determining how much an activity will cost
- Determining the needs of the stakeholders
Question 134 of 180

134. Question
While developing very complex software, the project manager met with some of the industry’s top subject matter experts to understand their perspectives about solving some of the problems in the software. What tool best describes these meetings?
- Focus groups
- Brainstorming
- Checklists
- Questionnaires and surveys
Question 135 of 180

135. Question
The project manager is currently reviewing all of the meetings that took place over the past few weeks to ensure that it was done according to the communication management plan. What process is the project manager currently conducting?
- Conduct Communications
- Plan Communications management
- Manage Communications
- Monitor Communications
Question 136 of 180

136. Question
When an organization is considering a project, what are some of the factors that can influence why a project should get done?
- Hiring new personnel
- Meeting regulatory, legal, or social requirements
- Continuing the day-to-day work in a particular department
- Making the company shareholders happy
Question 137 of 180

137. Question
The project sponsors have informed the project manager that they would like to be included in the weekly meetings along with the team members. What should the project manager update to include the sponsors in the weekly meetings?
- Risk management plan
- Project Communications
- Communications management plan
- Scope management plan
Question 138 of 180

138. Question
While planning a project, the project manager is given many requirements that the customers would like to add to the project. Upon further investigation, the project manager decides that a few of the requirements will not be feasible within the limited time and cost allocated to the project. What document would best list the requirements that will not be added to this project?
- Project scope statement
- Work breakdown structure
- Project Charter
- Requirements documentation
Question 139 of 180

139. Question
The project team is currently working on an advertising project. They have completed a few of the activities, which includes writing the script for the commercial. Once the team completes an activity, what should they do next?
- Update project sponsor
- Update the project manager
- Close project or phase
- Update work performance data
Question 140 of 180

140. Question
Agile project conduct planning at multiple points in time as the scope is refined and change over the project lifecycle. This is known as?
- Agile project planning
- Progressive planning
- Elaborate planning
- Rolling wave planning
Question 141 of 180

141. Question
While working on a complex software development project, the team is having a difficult time understanding a process used to code a particular report. They find the process to have many different paths and if/then scenarios. They have asked the project manager for a tool that can help them see the process on a large white board or on paper. What’s the best tool the project manager can recommend for the team to help visualize the process?
- Flowchart
- Scatter diagram
- Fishbone diagram
- Histogram
Question 142 of 180

142. Question
You’re currently working on a large new building development project. The project team is currently breaking down the deliverables listed in the project scope statement into work that is more manageable. What process best describes this scenario?
- Define WBS
- Define activities
- Define scope
- Create WBS
Question 143 of 180

143. Question
A team member is working on upgrading the network server while another team member is painting the server room. The outcomes of these two events will not affect each other. What best describes the relationship between these two events?
- They are not mutually exclusive.
- They are mutually exclusive.
- They are not statistically independent.
- There are statistically independent.
Question 144 of 180

144. Question
While building the agile space for new agile team which of the following tools should the project manager insurer is available to all of them?
- A whiteboard
- A network enabled project management software
- A big screen monitor with the latest Kanban software
- Private offices with virtual meeting software
Question 145 of 180

145. Question
Which of the following is an XP practice that helps to create a shared vision between the developers and the customers?
- Iteration review meeting
- Metaphors
- Daily standup meetings
- Retrospectives
Question 146 of 180

146. Question
The project manager is informed that a manager in the finance department has requested to be included in the weekly status updates on the project. What document should the project manager update immediately?
- Project Communications
- Stakeholder register
- Issue log
- Risk register
Question 147 of 180

147. Question
While attempting to determine the schedule for the project, the project manager has been informed from the team that each line of code will take about 15-45 minutes to write and debug. There will be about 1 million lines of code in the application. What schedule-estimating technique best describes this estimate?
- Parametric
- Top-down
- Bottom-up
- Analogous
Question 148 of 180

148. Question
While constructing a roof for a large building, the project team has identified the risk of a snowstorm. Due to the region in the country and the time of the year, the team has decided to take no action or preparations for the snowstorm. What risk response strategy is the team using?
- Enhance
- Acceptance
- Avoid
- Mitigation
Question 149 of 180

149. Question
While working on a large utility project for a major metropolitan area, the project manager has noticed that there is no change control board to approve changes for the project. What would be the best step for the project manager to take in this scenario?
- Establish a change control board for the project.
- Ask the project sponsor to approve or deny the changes.
- Approve the changes himself with the help of the project team.
- Approve the changes himself.
Question 150 of 180

150. Question
While managing a product development project, the project manager met with the team to determine some of the key tasks that will ensure they produce a high-quality product. What should they consider the most important concept in quality?
- Cost of quality only includes the inspection cost.
- Quality is about prevention.
- High grade is more important than high quality.
- Quality is about more inspection than prevention.
Question 151 of 180

151. Question
While compiling all the work performance information into the work performance report, a project manager notices that the SPI of the project is .6 and the CPI is .7. What action should the project manager take next on this project?
- Inform the sponsor the project is over budget.
- None since the project is on the budget and ahead of schedule.
- Create a change request to correct the project.
- Inform the sponsor of a major delay.
Question 152 of 180

152. Question
The agile project team has decided to do one of the features from the product backlog. The single feature will take six weeks to complete and will be reviewed by the customer. What actions should the agile project manager take next?
- Arrange the workspace for the team members to get started
- Inform the customers of the six weeks duration
- Inform the team they need to conduct the daily standup meetings
- Informed the team six weeks is too long and they will need to decomposed that feature into smaller increments
Question 153 of 180

153. Question
While conducting procurement on a project, the project manager has received many different bids with a wide variance of estimated cost for the work. What can the project manager use to best determine which vendor has given a realistic price?
- Inspection and audits
- Weighing system
- Screening system
- Independent estimate
Question 154 of 180

154. Question
During the datacenter development project, the project manager has noticed that some of the work being done on the project is not in the baseline scope. The project manager has analyzed the work completed by the project team and then compared that to the project management plan to see where the differences are. What process best describes the work of the project manager?
- Manage scope
- Validate scope
- Monitor scope
- Control scope
Question 155 of 180

155. Question
The project team is working with the customers to write the user stories. The customers have refused as they claim this would add no value to the project. What would be the best step to resolve this?
- At the agile project manager write the user stories
- Inform them user stories may not be needed
- Have the team write the user stories
- Educate the users why the user stories are valuable
Question 156 of 180

156. Question
A project manager wants to ensure that the new cell phone the project is creating will beat or match the performance of new cell projects by other companies. What tool would be the best for the project?
- Benchmark
- Collect requirements
- Meetings
- Plan quality management
Question 157 of 180

157. Question
Which of the following is not a principle of agile planning?
- Conduct most of the planning at the beginning
- Engage stakeholders
- Engage the project team
- Conduct planning throughout the project
Question 158 of 180

158. Question
The project manager is having a difficult time keeping the project on plan. There are many changes regarding the project scope, which has led to an increase in the project budget. Management would like a reason why there have been so many scope changes on this project. What would most likely cause many scope changes on a project?
- Management did not approve the project.
- Did not gather detailed requirements.
- The project manager does not have enough training.
- Spent too long creating the project schedule and not enough time on the scope.
Question 159 of 180

159. Question
The project manager has acquired the project team members and is starting to work with them to complete the project work. During this process the project manager has utilized a variety of rewards and recognition theories to keep the team motivated. What is the output of this process?
- Individual and team assessments
- Team performance assessments
- Training
- Virtual teams
Question 160 of 180

160. Question
Senior management has requested an update to the current product upgrade project. The project manager knows she has to keep the information high level and as short as possible. Which resource would be the best to show senior management?
- Milestone chart
- WBS
- WBS dictionary
- Project schedule network diagram
Question 161 of 180

161. Question
The project team has finished 60% of the deliverables when management informs the project manager that the project will be canceled immediately and the team will be reassigned to work on a new project that management feels is more important. What should the project manager do right away?
- Immediately released the team and start working on the new project
- Inform management that the project cannot stop because the deliverables are 60% done
- Return to planning to understand why the project might have been terminated
- InInform the project team, conduct a lesson learned session, and formally release the team from the project
Question 162 of 180

162. Question
The product owner has requested to be showing how much work there remains to be done on the project. What would be the best agile tool to display this?
- Velocity chart
- Burnup chart
- Cumulative flow diagram
- Burndown chart
Question 163 of 180

163. Question
While developing complex software for an organization, the project team creates a computer-generated model of what it will look like when it is done. This model is given to the customers for their feedback. What best describes this model?
- Data analysis
- Screenshots
- Prototypes
- Data representation
Question 164 of 180

164. Question
Your company has just started a project to allow remote workers to join the network using a virtual private network (VPN). During the execution of the project, one of the VPN servers completely fails, and the team will need to replace it as soon as possible. Fortunately, the project team anticipated that this might happen and has a plan for replacing the server. What should the project manager do next?
- Plan risk response
- Implement risk response
- Conduct risk response
- Perform qualitative risk analysis
Question 165 of 180

165. Question
When deciding what user stories should get done in the next iteration what should the project team consider?
- Which customer want to the story
- How much points the team completed in the past iterations
- Which story has the least risks
- How large is the story
Question 166 of 180

166. Question
When managing risks on a project, the project manager should be aware of the individual project risks and which other project risks?
- Low-probability risks
- High-level risks
- High-probability risks
- Overall project risks
Question 167 of 180

167. Question
The project manager has met with the project team and has informed them that his team performance assessments are done, and he would like to speak with each of them individually about the results. What process group is this?
- Initiating
- Monitoring and controlling
- Executing
- Planning
Question 168 of 180

168. Question
While working on a large project, the project manager originally counted 12 stakeholders. A new requirement and six more stakeholders were added to the project. How many communication channels are on this project?
- 160
- 153
- 360
- 306
Question 169 of 180

169. Question
While planning a major network upgrade project, one stakeholder has given a requirement to upgrade the switches. The project manager has determined that this would be too costly to be included in the project and has decided to exclude it. What process will the project manager use to document this exclusion?
- Collect requirements
- Create WBS
- Close project or phase
- Define Scope
Question 170 of 180

170. Question
The project manager has just identified a new regulation that can possibly delay the project significantly. The project manager has added this new regulation to the risk register. What should the project manager do next with this risk?
- Conduct a qualitative and quantitative assessment
- Inform the project sponsor
- Come up with a response to the delay in the project schedule
- Request more funds to finish the project on time
Question 171 of 180

171. Question
The project team has been brought together for the first time to work on the network upgrade project. They were able to learn about the functions they will doing on the project and what their roles will be. What will the team do next, according to Tuckman’s ladder?
- Storming
- Forming
- Norming
- Performing
Question 172 of 180

172. Question
The project manager has taken all the work performance information that has been created so far on the project. He has started to create the overall project status report to present to the project stakeholders. What process is the project manager conducting?
- Monitor and control project work
- Develop project manage management plan
- Direct and manage project work
- Develop project report
Question 173 of 180

173. Question
After many years of following the agile principles the project team has implemented a few new methods in addition to the agile methods in order to increase the efficiency of the project. This will be known as?
- Hybrid processes
- Process tailoring
- Process analysis
- Non-agile processes
Question 174 of 180

174. Question
Over the last three weeks the project team has finally been able to establish a shared vision of what the product would look like when it is complete. This is an example of?
- Progressive management
- Progressive elaboration
- Requirements gathering
- Shared vision
Question 175 of 180

175. Question
While managing the stakeholders’ engagement, the project manager notices that some of the team members are not respectful to other team members. This has led to a few conflicts between the members. What can the project manager best do about this?
- Implement ground rules
- Release the team
- Stop the project
- Inform the sponsor
Question 176 of 180

176. Question
You are currently managing a business process reengineering project and have identified all the risks that can affect the project. You would like to put the risks in order from most impact to least impact on the project. What is the best process for doing so?
- Rank Risk
- Plan risk response
- Perform quantitative risk analysis
- Perform qualitative risk analysis
Question 177 of 180

177. Question
The project manager and sponsor are consulting with banks and other lending institutions in order to obtain funds for the project. What process this describes these actions?
- Develop project Charter
- Plan cost management
- Determine Project Financing
- Determine Budget
Question 178 of 180

178. Question
The project manager and team are currently working to create a list of activities needed to complete the project. They have come to one particular work package that they cannot decompose because they do not know enough about the work yet. They have decided that midway through the project, they will decompose this particular work package. What tool or technique are they using?
- Requirements Future Planning
- Forward Planning
- Rolling Wave Planning
- Decomposition
Question 179 of 180

179. Question
The project manager has noticed that a few team members are having a difficult time following the process to inspect the quality of new software. What is the best tool to help them see the process, making it easier to follow?
- Histogram
- Control Chart
- Flowchart
- Process design chart
Question 180 of 180

180. Question
While working on an agile project, the sponsor would like to know how much work remains to be completed in the project. The project manager has scheduled a meeting with the sponsor for the next day. What tool would be best for the project manager to take to the meeting?
- Burndown chart
- Earned value charts
- Project calendar
- Pareto chart

PMP Mock 2

PMP Mock 2

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