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PMP Certification Practice Quizzes: 2025 Updated Questions with Answers to Master Project Management Concepts and Pass the PMP Exam
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Here are the multiple-choice questions and rationales for each of the scenarios you provided, with the correct answer indicated: Question 1: During Project AS kickoff phase, the project manager provided training for the entire team regarding the specifics of the company operations that the project supports. A year later, project productivity is suffering because members who were added after in the project do NOT have the same level of understanding. How should the project respond to this challenge? a. Tell the newer team members to ask for help from the long-term members when they run into things they do NOT understand b. Ask current team members to provide training and support, and hold a second kick- off meeting for new team members. c. Add new members who have the relevant experience, reassign the newer team members, and log turnover issues in the lessons learned register. d. Recognize that this is a natural project progression, and revise the schedule to allow for the slight decrease in productivity. Correct Answer: b. Ask current team members to provide training and support, and hold a second kick-off meeting for new team members. Rationale: To address the knowledge gap of newer team members, providing them with targeted training and support is the most effective approach. Leveraging the knowledge of existing team members (b) is a practical way to transfer understanding. Holding a second kick-off meeting tailored for the new members ensures they receive the necessary foundational information. Simply telling them to ask for help (a) can be inefficient and burden experienced members. Adding experienced new members and reassigning others (c) is a drastic and potentially disruptive solution. Accepting decreased productivity and revising the schedule (d) addresses the symptom but not the underlying cause of the knowledge gap. Question 2:
During the execution of a project, a key team member is concerned with the overall approach documented in the project management plan. The member surprises the project with negative comments about the approach during a weekly status meeting. How should the project address the team member's concerns? a. Continue with the meeting, and ensure that the concerns are added to the risk register after the meeting is finished b. Continue with the scheduled agenda items after reminding the team member of expected meeting etiquette. Then, solicit feedback about the etiquette expectations. c. Remember that a project should NOT go forward when key team members are in disagreement Use the meeting to discuss the member's concerns. d. Make a short comment to acknowledge the team member's concerns, continue with the meeting, and meet with the member in private to discuss their concerns. Correct Answer: d. Make a short comment to acknowledge the team member's concerns, continue with the meeting, and meet with the member in private to discuss their concerns. Rationale: Disrupting a status meeting with a detailed discussion of concerns can derail the meeting's purpose and impact other team members. The project manager should acknowledge the concern briefly to validate the team member's input but then suggest a separate, private meeting to delve into the specifics. This respects the meeting's agenda and allows for a focused discussion of the team member's issues without disrupting the entire team. Simply adding it to the risk register (a) might not address the underlying concern. Focusing on meeting etiquette first (b) might make the team member feel unheard. Halting the project during the meeting (c) is an overreaction to an initial expression of concern. Question 3: A project manager is working on multiple projects. One project has new team members and is in early stages. The other projects are in various states of execution for the next few weeks. How can the project manager develop the new project team over the next few weeks? a. Help the team members create a set of agreed rules for working, or social contract, that encourages team cohesion. b. Suggest that the team engage in multiple team-building events to normalize the team. c. Keep the team informed by sending short daily project status updates.
During sprint planning, some new backlog items are prioritized but NOT estimated. The product owner requires a new set of tests to verify the unique properties of the items. What should happen before adding It to the sprint backlog? a. Use analogous estimating based on similar tests on similar stories. b. The product owner defines a new epic to allow testing in the next sprint. c. Add the relevant acceptance criteria in the Definition of Ready before estimating. d. The product owner should provide the initial estimate to be refined by the team. Correct Answer: c. Add the relevant acceptance criteria in the Definition of Ready before estimating. Rationale: Before the team can accurately estimate backlog items, they need a clear understanding of what "done" means. Acceptance criteria define the conditions that must be met for a user story to be considered complete and working, often including testing requirements. Having well-defined acceptance criteria in the Definition of Ready ensures the team knows what they need to build and test, enabling them to provide a more informed estimate. Analogous estimating (a) can be used but is less accurate without clear criteria. Defining a new epic (b) is unnecessary for estimating individual backlog items. The team should own the estimates, not the product owner (d). Question 6:
c. Present data-driven, cost-benefit evidence of test automation to the test department manager. Rationale: Addressing stakeholder resistance, especially due to fear of job loss, requires direct communication and factual evidence. Meeting with the test department manager (a) allows for understanding their concerns and discussing potential mitigations. Presenting data-driven cost-benefit evidence (c) can help to show the potential advantages of automation, which might alleviate fears or highlight new opportunities. Requesting the sponsor's rationale (b) is useful for the project manager but doesn't directly address the manager's concerns. Raising the risk of unavailability (d) could escalate the conflict. Creating a non-threatening charter (e) is difficult as the project's objective might inherently be perceived as a threat. Question 7: A project manager observes that team members are in a low mood after demos. Feedback from stakeholders is constantly causing concern for the team. As a result, the team rushes through product demos, and the interaction between the team and stakeholders is minimal. Which action should the project manager take? a. Meet with the stakeholders and find out the root cause of their feedback. Work with the stakeholders to rectify the problems. b. Verify that the project requirements are suitable and that the team members can do the work. c. Coach the team to be more confident in their work and communicate properly with the stakeholders. d. Consult the stakeholder matrix and identify whether any of these people are known to be difficult. Correct Answer: c. Coach the team to be more confident in their work and communicate properly with the stakeholders. Rationale: The team's low morale and rushed demos suggest they are feeling discouraged by the stakeholder feedback. Coaching the team (c) can help them understand the feedback constructively, improve their presentation skills, and build confidence in their work. This can lead to better interaction with stakeholders. While understanding the root cause of feedback (a) is important, directly working to "rectify the problems" with stakeholders might undermine the team's ownership. Verifying requirements and team capabilities (b) is a good practice but doesn't directly address the emotional impact of the feedback. Checking the stakeholder matrix for difficult individuals (d) might provide context but doesn't resolve the team's morale issue. Question 8:
reflected in the stakeholder engagement plan, which outlines how stakeholders will be involved in the project. Revising the project charter (b) is usually done for more significant changes to the project's objectives or scope. Asking the sponsor to replace the stakeholder (c) might be necessary but should be considered after understanding the impact of the reduced involvement. Simply updating the engagement plan (d) without updating the register might lead to inaccurate information. Question 10: A security-classified, agile software project requires outside expertise and delivery to add a module based on machine learning. An approved supplier asks the project manager to join the daily meeting with the supplier's agile team, but the project manager's schedule is too full with internal meetings. How could the two teams synchronize Interactively but somewhat less frequently? a. Set up fishbowl windows at each site b. Share a common electronic Kanban c. Align iterations for common retrospectives. d. Add and execute a Scrum of Scrums layer. Correct Answer: d. Add and execute a Scrum of Scrums layer. Rationale: A Scrum of Scrums is a technique used to coordinate multiple agile teams working on the same project. Representatives from each team (including the supplier's team and potentially the project manager or a designated representative) meet at a less frequent interval than daily stand-ups to discuss progress, dependencies, and impediments. This allows for interactive synchronization without requiring the project manager's daily presence. Fishbowl windows (a) are for observation, not direct interaction. Sharing a Kanban (b) provides visibility but less direct interaction. Aligning retrospectives (c) is useful for learning but doesn't address day-to-day synchronization. Question 11: After missing two (2) consecutive major deadlines because of delayed glass deliveries, a manufacturing company changes its glass supplier to meet production deadlines. Three (3) months later, production reports quality problems with the new glass. The project manager determines that the supplier change caused quality problems. How should the project manager avoid this Issue In future? a. Update the risk information to the lessons learned register. b. Review the assumption log to revisit or change current assumptions. c. Confirm that an implemented risk response is effective.
d. Evaluate new risks and update the probability and impact matrix. Correct Answer: c. Confirm that an implemented risk response is effective. Rationale: The issue arose because the implemented risk response (changing suppliers) had unintended negative consequences (quality problems). In the future, the project manager should ensure that implemented risk responses are monitored and evaluated for their effectiveness and potential secondary risks. Updating lessons learned (a) is important for future projects but doesn't prevent the issue in the current one. Reviewing the assumption log (b) is useful during planning. Evaluating new risks (d) is an ongoing process but doesn't specifically address the failure of a past risk response. Question 12: The project sponsor is NOT convinced that an agile track should be used in a new R&D project because the company needs to be certain that specific features will be ready for mass production by a specific date Which three agile methods can ensure that the sponsor's needs can be fulfilled In a hybrid project approach? (Choose THREE.) a. A product roadmap can provide a detailed breakdown b. Requirement priorities are confirmed at each iteration. c. Incremental development reduces risk of quality delays. d. Impact mapping can be used to group related stories. e. Stories can be broken down into granular epics. Correct Answers: b. Requirement priorities are confirmed at each iteration. c. Incremental development reduces risk of quality delays. d. Impact mapping can be used to group related stories. Rationale: To address the sponsor's need for certainty in a hybrid approach:
a. The head of business control b. The product owner c. The procurement manager d. The project manager - - correct ans- - b. The product owner The success of an ongoing agile project is measured as follows: 2 - Week Sprint Stories Planned Stories Completed Planned V Earned V 1 15 10 450k 300k 2 20 18 600k 540k 3 20 25 800k 1000k 4 22 25 1100k 1250k What two conclusions can be drawn from these figures? (Choose TWO) a. The backlog was prioritized for time to value. b. The backlog was NOT prioritized for time to value. c. The team kept a steady rate of efficiency. d. The team worked more efficiently over time. e. The team worked less efficiently over time. - - correct ans- - b. The backlog was NOT prioritized for time to value. d. The team worked more efficiently over time. The sales and marketing director at company A reports a 40% drop in revenue and significant increase in returns for Widget version 6.0. Customers are complaining directly to customer service and the social media teams report a high rate of negative feedback. The project team is already working on Widget version 6.1 which is a small set of upgrades and bug fixes. The director gets in touch with the team, requesting a full
disclosure of the version 6.0 and 6.1 requirements. How should the project manager Interact with this stakeholder? a. Remind them that they were consulted about the agreed product requirements for versions 60 and 61; also remind the stakeholder and that the responsible and accountable stakeholders approved version 60 before release. b. Review the customer and market research—both qualitative and quantitative—that supported the business case for the 6.0 project. Begin by discussing the stakeholder's -
A smart grid project combines predictive and agile tracks. The agile team detected a major software defect after its release and began working on a correction. But the defective release was deployed by the predictive track, and this caused a field test to fail. Which measure would be most effective to prevent similar problems In the future? a. Run the same unit tests in the agile lab and in the field sites. b. Send project-wide issue log updates via instant messaging c. Ensure that retrospectives are shared with the predictive team. d. Replan the software track into the predictive schedule - - correct ans- - b. Send project-wide issue log updates via instant messaging The initial draft of a project management plan is completed. The project manager plans to show the draft to staW-10ders for approval. The project has limited time to gain approval, the project management plan is lengthy and stakeholders are located all over the world. The project manager needs to ensure that the review of the plan is completed on time. Which action should the project manager take? a. Send the plan for the stakeholders to review, and then meet with them all of them to discuss it. b. Ask each stakeholder to review the plan individually, adding their comments, and then update the document accordingly. c. Ask select stakeholders to review particular sections of the plan based on their areas of expertise d. Organize individual meetings with the stakeholders who are available during this time frame - - correct ans- - a. Send the plan for the stakeholders to review, and then meet with them all of them to discuss it. 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?
a. Subtract the parcel development work from the quoted price and plan the parcel development as agile iterations paid based on time and materials. b. Add a risk premium to the agreed price of the full and add a clause to renegotiate the new scope when it is fully defined c. Raise a change request to examine the impact on scope and price, and close the deal when all information is available d. Exclude all work on the parcel from the project plan and pricing, and propose a separate contract when the scope b - - correct ans- - a. Subtract the parcel development work from the quoted price and plan the parcel development as agile iterations paid based on time and materials. Project C is a partnership between a major city and a government contractor. Each of these entities have a different risk threshold. so it is the project managers role to ensure a risk approach that will satisfy both parties. Project C has a realistic schedule and an adequate budget, however, the project manager worries that unplanned events could threaten the project's success and cause the city sponsor to be concerned. How should the project manager handle this situation? a. Focus on the original project plan and focus on completing the plan on schedule. b. Ask the city sponsor for additional funding to uncover additional unplanned risks during planning. c. Work with representatives from both sides of the partnership to address the potential impact of unplanned risks. d. List and assess any project risks and present them to the city sponsor. - - correct ans-
During estimating, the team is discussing an item in the backlog. It becomes clear that the work item can be completed in different ways but the best way is NOT obvious. What should the team do to progress on this Item? a. Add ranked alternatives to the backlog. b. Select the cheapest alternative to build c. Add a new spike item to the backlog. d. Select the fastest alternative to build. - - correct ans- - c. Add a new spike item to the backlog.
b. Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings. c. File a change request to the project management office (PMO) to change how often lessons learned is collected d. Bring in a consultant to assist with collecting lessons learned to help reduce the burden on project team. - - correct ans- - b. Ensure there is an agenda item for discussion of lessons learned from project activities as part of all project meetings During a technical project, a well- liked manager is reassigned to a different project. The team has expressed disapproval regarding the reassignment. What action can mitigate team's disapproval? a. Notify the project sponsor regarding the team's disapproval, and brainstorm a response b. Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working. c. Add a resource with the same skills to replace the key team member. d. Schedule a team-building day to keep the team happy. - - correct ans- - b. Employ leadership and emotional intelligence tools and techniques to inspire the team to continue working. A project is being implemented. The research and development department communicates to the project manager that the products requirements have changed. These changes were NOT anticipated, may significantly influence potential sales numbers, and could impact project scope. Which action should the project manager take? a. Review the risk management plan to understand identify risk responses. b. Plan to use the contingency reserve and update the risk mitigation plan. c. Revisit the project charter. d. Evaluate the impacts to cost, stakeholders, quality, and risk using the Perform Integrated Change Control process. - - correct ans- - d. Evaluate the impacts to cost, stakeholders, quality, and risk using the Perform Integrated Change Control process.
Project D is working virtually because of a recent natural disaster. Several activities are delayed because a project team member has NOT been working for the past week. This impacts the critical path. How should the project manager respond to this problem? a. Obtain a new resource to complete the needed tasks until you can speak to the team member directly. b. Discuss the situation with the team member's functional manager and enable them to manage the team member. c. Remind the team member about responsibility and accountability. d. Ask a team member who knows this person well to try and find the missing team member and report back to you - - correct ans- - a. Obtain a new resource to complete the needed tasks until you can speak to the team member directly. 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? a. Notify the responsible team members of the need to complete the overdue tasks quickly in order to avoid introducing extra project risks. b. Document the issue, escalate to the project sponsor, and ask how they would like it resolved. c. Tell the team members who are behind schedule that they should explain why tasks were delayed and how they will get back on schedule. d. Work with the relevant team members to review the delayed tasks and decide on strategies for resolution. - - correct ans- - d. Work with the relevant team members to review the delayed tasks and decide on strategies for resolution. The latest software build for a virtual reality headset release did NOT include urgent change requests already implemented by the electronics workstream. The product owner informed the software team about the change during a daily meeting, but NO ONE recorded it. What should the project manager to avoid this problem in the future? a. Refine the product backlog with the team and product owner before the next iteration.
b. Increase the frequency of backlog refinement meetings and note the change in the retrospective c. Run an ad-hoc retrospective and add the agreed urgent change process to the team charter. d. Privately remind the team lead that the project requires fast and proactive problem solving. - - correct ans- - c. Run an ad-hoc retrospective and add the agreed urgent change process to the team charter. 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: o "Too much clicking!" o "More and better please" o "Make it easier" Which tool or technique should the marketing team use to Identify the target audience's style preferences? a. Brainstorming b. Focus groups c. Product analysis d. Benchmarking - - correct ans- - b. Focus groups A planned task in a sprint was nearly NOT completed because of an issue that appeared three days prior but was NOT resolved. The team resolved it in the next daily stand-up meeting, but the project manager wants to prevent this type of situation in the future. What should the project manager do? a. During the retrospective, examine the issue. b. In the demo, address the issue. c. During the next iteration planning meeting, discuss the issue d. Send an email to the team. - - correct ans- - a. During the retrospective, examine the issue.