PMP Online Practice Questions and Answers

During initiation of a new product improvement project, a project manager finds historical data showing that a similar project resulted in customers complaining of an even worse user experience compared to the previous product version. How can the project manager prevent this outcome in the new project?

A. Hire a team of external users to perform acceptance testing on the product.

B. Define a user focus group as external stakeholders with a high influence on outcomes

C. Hire a consultant to perform a benefit analysis as an input to the project charter.

D. Define a high-level risk and plan mitigation after completing the work breakdown structure (WBS

A project manager brings in a new team member from an agile environment to work in a predictive environment. The project manager expects to leverage the new team member's agile experience with the existing team members. What should the project manager do to integrate the new team member effectively?

A. Train the new team member in the predictive project management approach.

B. Acknowledge that hiring this new employee is a risk to the existing team

C. Set expectations with the new team member and explain what is needed

D. Meet with all team members and explain the new employee's position.

A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis The team member responds that they do not have the knowledge to perform such an analysis. What should the project manager do?

A. Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

B. Escalate the issue to the functional manager

C. Help the team member to perform the quantitative risk analysis through coaching, mentoring and training

D. Perform the quantitative risk analysis for the team member.

In the planning phase, a project manager receives identified risks from the sponsors and subject matter experts (SMEs) and wants to develop a risk response strategy for them. What should the project manager do first?

A. Perform a risk reserve analysis.

B. Assign allocated budget to cover key risks.

C. Agree on the criteria to prioritize risks.

D. Assign a risk responsibility to each team member.

A project manager has been authorized to begin a project and realizes that an effective high-performing team is needed to finish the project successfully. What should the project manager do next?

A. Select members for their skill or potential.

B. Establish the project scope and set clear team objectives.

C. Set performance standards and direction.

D. Hold early kick-off meetings and regular weekly meetings.

A project team Is trying to meet the milestone target dates in order to receive a bonus promised by the project sponsor. Unforeseen challenges and poor communication among the team members resulted in mistakes and delays. Tensions are high, and the sponsor is concerned.

What should the project manager do?

A. Discuss with the team how the project objectives can be met.

B. Request that the sponsor increase the bonus for high performers.

C. Schedule a team-building activity to boost the team's morale.

D. Organize a team meeting to remind the team of the ground rules.

A project has completed design activities ahead of schedule. Suddenly, the project manager is informed by a vendor that a deliverable may not meet the agreed delivery time frame due to a resource shortage. The internal team asked if they should continue to deliver as per the schedule.

What should the project manager do?

A. Discuss with the team the need for longer hours to minimize the impact.

B. Inform the project team that they may proceed at a more relaxed pace.

C. Inform the project team that some of them will work for the vendor.

D. Discuss with the project team alternative options to deliver as planned.

While a project manager is trying to build the first baseline for a project, a change request is being sent from one of the functional managers. What should the project manager do?

A. Discuss this with the functional manager and related parties.

B. Reject the functional manager's change request immediately.

C. Analyze the impact of the change request on the project.

D. Apply for a formal change control board (CCB) approval.

A company is going through structural changes. A couple of people will leave the company as their positions were made redundant. The team members are unhappy as they do not understand why the changes are being made when the project is on track.

What should the project manager do?

A. Advise the team to continue their work as planned because the schedule cannot be changed.

B. Organize a team meeting to discuss the changes and their importance for the company.

C. Advise the team that the changes were decided by the CEO and must be implemented.

D. Inform the project sponsor about the team's unhappiness and ask for overtime pay.

A customer's technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.

What should the project manager do next?

A. Receive an agreement from the product owner and add the new story to the product backlog.

B. Agree with the project team to modify and delete some of the stories in the current sprint backlog.

C. Obtain approval from the project team and add the new story to the product backlog.

D. Negotiate with the scrum master before adding the new story to the sprint backlog.