PMP practice questions 1,111–1,120

1. Question 1111 · 1401 in bank

   At the end of a project with multiple suppliers, the project manager is reviewing the closing process and finds that an unexpected financial balance is remaining. What will help the project manager understand why this has occurred?

   • AProject audit
   • BLessons learned
   • COrganizational process assets
   • DProcurement audit

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   Answer: D

   Explanation

   A is correct. A project audit is the most appropriate choice to help the project manager understand why an unexpected financial balance is remaining at the end of a project with multiple suppliers. A project audit is a comprehensive review of the project's performance, processes, and outcomes. It aims to identify any discrepancies, variances, or issues that occurred during the project execution. By conducting a project audit, the project manager can examine the financial records, procurement processes, contracts, and interactions with suppliers to identify the reasons behind the unexpected financial balance. The audit will provide insights into any financial discrepancies, such as payments made to suppliers, invoicing errors, cost overruns, or other financial issues that might have contributed to the remaining balance. From ChatGPT

   Source: Adapted from community discussion — Seyi22

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2. Question 1112 · 1401 in bank

   A new project manager is assigned to a project midway through its implementation. During the first risk review meeting, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using. What should the project manager have done to avoid this issue?

   • AReferred to the communications management plan
   • BValidated the issue log
   • CValidated the project artifacts
   • DPerformed expert judgment

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   Answer: C

   Explanation

   C is right, project artifacts are the risk register and others documents, so he should be sure about the last version he was working on before going the meeting

   Source: Adapted from community discussion — YSO34

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3. Question 1113 · 1401 in bank

   While creating the work breakdown structure (WBS) with the team, the project manager highlights that the customer requested a proof of concept and will only continue the project based on the results of the proof of concept. A key team member insists that since this customer has a history of requesting proof of concepts and continuing with the projects, the team needs to plan for the whole project, not just the proof of concept. What should the project manager do?

   • AInstruct the team member to continue with the current work.
   • BEvaluate the scope of work as described in the project charter.
   • CImplement the 100% rule for creating the WBS.
   • DValidate with the team member, and create a WBS for the entire project.

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   Answer: B

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4. Question 1114 · 1401 in bank

   During project execution, the project manager discovered that a key deliverable was missing from the scope of work. After investigation, the project manager and the team discovered that the missing deliverable will impact the critical path. What should the project manager do to avoid future delays?

   • ASubmit a change request.
   • BAdd additional resources to the project
   • CUpdate the scope of work
   • DReview the risk management plan

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   Answer: A

   Explanation

   "A" makes more sense to me. The second best option is the risk management plan. Risk management plan helps you identify and manage identified and unidentified risks. This situation is an unidentified risk, the risk management plan will help you with how to manage unidentified risks. But since this is a key deliverable and we already know the impact on the critical path, the best path is to just submit the change request as soon as possible and then discuss it with the CCB.

   Source: Adapted from community discussion — PMPStudent

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5. Question 1115 · 1401 in bank

   A project is nearing completion. The contingency time has been consumed. To ensure that the final deliverables are achieved on time and within budget, the project manager has asked the team to follow a rigorous process. This is causing some resistance among the team members. What should the project manager do to address the growing resistance?

   • ADescribe to the team members how specific tools and techniques can be used to finish on time.
   • BConvince team members to use a specific methodology to complete the project on time.
   • CCrash the project schedule and ask project team members to work overtime to meet the new timeline.
   • DMotivate project team members by offering incentives to complete the project on time.

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   Answer: A

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6. Question 1116 · 1401 in bank

   During the last sprint review, the mam stakeholder complained that the product was missing many features they had been expecting The project team argued that every increment met the acceptance criteria and was approved by the mam stakeholder The cost performance index (CPI) of the project is 1 15 and the schedule performance index (SPI) is 1.43 What should the project manager do?

   • AAsk the project team to perform the modifications since the project budget and schedule can support them.
   • BAsk the stakeholder to submit a change request to increase the budget and time for the modifications requested.
   • CExplain to the stakeholder that since the acceptance criteria for every increment were met the project can be closed.
   • DAnalyze the reason for the gap in understanding with both sides and negotiate a solution.

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   Answer: D

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7. Question 1117 · 1401 in bank

   During project completion, a project manager receives a request from the customer for a reduced cost of goods. The customer's request will affect the sales department's budget and forecast. In order to reach a consensus and have a successful project completion, what should the project manager do first?

   • AInitiate a change request to accommodate the revised cost of goods.
   • BIdentify and satisfy both parties’ underlying wants.
   • CAnalyze the bounds of the negotiation for agreement with both parties.
   • DComply with the customer's request to achieve the project mandate.

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   Answer: C

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8. Question 1118 · 1401 in bank

   Some members of a project team are frustrated by a new team member who previously worked in a Scrum setting. This new team member approaches members of the project team on a daily basis in what appears to be an attempt to engage in individual standup meetings. What should the project manager do?

   • ASchedule a meeting for the project team to review the communications management plan.
   • BTell the rest of the project team to continue discussions with the new team member.
   • CSend an email to the project team outlining the communications strategy.
   • DMentor the new team member on the methodology the project team is using.

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   Answer: D

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9. Question 1119 · 1401 in bank

   A customer calls the project manager to express concern about a project team member who has been making changes within the live environment without approval. The team member mentioned that the customer called and asked them to make the changes. What should the project manager do next?

   • AOrganize a meeting to mediate the relationship between the customer and the team member to ensure no feelings are hurt.
   • BExplain to the customer that the team member was just trying to help and the changes can be reverted if necessary.
   • CAsk the customer to email all requests directly to you and you will ensure they are actioned by the correct team member.
   • DReinforce the value of documenting and approving all change requests and ask the customer to issue these through the agreed channels.

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   Answer: D

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10. Question 1120 · 1401 in bank

    An organization is transitioning to agile and a project has been chosen as a pilot. The assigned project manager only has experience using predictive approaches, but the project manager is now required to use agile approaches with the help of an agile coach. During the retrospective of the fifth sprint, the project team complains that many obstacles exist with the organization that are creating project delays and rework. What should the project manager do in this situation?

    • AInclude impediment resolutions during daily standup meetings
    • BPerform a root cause analysis during the standup meetings
    • CCreate a dedicated sprint to solve the obstacles with the team
    • DPromote collaboration to help remove the obstacles for the team

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    Answer: D

    Explanation

    I think D is correct. I don't think its A because including the resolutions during a standup isn't something that would help remove an obstacle. I also don't think its B, because you don't typically do a root cause analysis during a standup meeting, you would identify them, and then perform the root cause analysis at another meeting. D seems like the best answer here.

    Source: Adapted from community discussion — [Removed]

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PMP practice, question 1111. 1401 questions available.