PMP practice questions 1,171–1,180

1. Question 1171 · 1401 in bank

   During the fourth sprint, a project manager noticed that none of the customer representatives have participated in any of the sprints. The team told the project manager that they had a prototype ready. What should the project manager do next?

   • AContact the customer to confirm that they received updates of the work in progress (WIP).
   • BTell the team to create a prototype manual to provide guidance for the end user.
   • CDeliver a presentation about the capabilities to the quality assurance (QA) team.
   • DInvite the customer representatives to the review meeting to review the prototype with the team.

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   Answer: D

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2. Question 1172 · 1401 in bank

   A project is late due to a large number of scope changes. This was raised as a risk in the risk register during the initiation phase. The team is afraid that they will be blamed in case of failure and recommends that the project manager ask for an extension. What should the project manager do first?

   • AAsk the team to document the impact of the risk in detail.
   • BRefer to the change log and ensure that changes are documented.
   • CRefer to the risk register and follow the mitigation plan.
   • DAsk the sponsor for their advice on the way forward.

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   Answer: C

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3. Question 1173 · 1401 in bank

   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?

   • AHire a team of external users to perform acceptance testing on the product
   • BDefine a user focus group as external stakeholders with a high influence on outcomes
   • CHire a consultant to perform a benefit analysis as an input to the project charter
   • DDefine a high-level risk and plan mitigation after completing the work breakdown structure (WBS)

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   Answer: B

   Explanation

   B. To prevent customers from complaining about an even worse user experience compared to the previous product version, the project manager should define a user focus group as external stakeholders with a high influence on outcomes. The user focus group should be involved throughout the project to provide feedback on the product's user experience, identify potential issues, and provide suggestions for improvement. This approach allows the project team to identify potential issues early on and make appropriate changes to prevent negative user experiences.

   Source: Adapted from community discussion — Hung3102

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4. Question 1174 · 1401 in bank

   A project is on its second iteration out of eight. After some daily meetings, the project manager notices that one team member is always directing the meeting. The team is not comfortable with the situation and, as a result, the activities are blocked. What should the project manager do?

   • AConduct a session to help the team improve their interactions.
   • BUpdate the risk register and define a contingency plan.
   • CModerate the daily meetings to help the team to feel more comfortable.
   • DMeet with the team member to show the impact of their behavior.

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   Answer: D

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5. Question 1175 · 1401 in bank

   In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0,75 and the cost performance index (CPI) is 1,25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control. How should the project manager report the project status to key stakeholders?

   • APrepare a detailed presentation for stakeholders on earned value including how it is calculated and the project's current earned value results
   • BReport that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget
   • CPerform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control
   • DReport that the project is not tracking as expected, but is still under control since the next project milestone is over a month away

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   Answer: B

   Explanation

   SPI value shows that its behind schedule. CPI value shows that project is under budget. PM can decide to add additional resource with the budget and bring back project on schedule. That means do crashing.

   Source: Adapted from community discussion — Aish_

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6. Question 1176 · 1401 in bank

   A company is looking to adopt a new software solution to align business processes across multiple business units using a technology that was never used in the organization. What should the project manager focus on?

   • ANew system and the likelihood of technical debt
   • BSpecific requirements for important departments
   • COut-of-scope requirements across the organization
   • DConflicting priorities and business requirements

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   Answer: D

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7. Question 1177 · 1401 in bank

   After a meeting with the customer, the project manager receives special recognition because the project is always on schedule. Later that day, the project manager attends a regular project team meeting to follow up on the status of the deliverables. What should the project manager do in the project team meeting?

   • AShare the customer feedback with the project team
   • BFollow the meeting agenda and make a list of the next deliverables
   • CDocument this feedback in the meeting minutes
   • DStart planning how to improve the dates of next deliverables

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   Answer: A

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8. Question 1178 · 1401 in bank

   A steering committee has asked the project manager to assist with the decision-making process between build versus buy delivery options. Which value metric should the project manager evaluate to respond to the steering committee's request?

   • ANet present value (NPV)
   • BEarned value (EV)
   • CImpact value
   • DExpected monetary value (EMV)

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   Answer: A

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9. Question 1179 · 1401 in bank

   Team members are having a discussion with the project manager. In the last retrospective meeting, the team realized that the obsolete equipment could affect the next iteration of the project. The team recommends buying new equipment because it is critical to the success of the final deliverable. What should the project manager do next?

   • ACheck the project budget to verify if there is enough contingency reserve
   • BReview the cost management plan to determine how to address this issue
   • CTell the team members that more equipment is not part of the project's scope
   • DSubmit a change request to increase the budget and buy new equipment

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   Answer: B

   Explanation

   https://www.pmi.org/learning/library/cost-management-9106 One will need to look at Contingencies in the cost management plan Specific provision for unforeseeable elements of cost within the defined project scope; particularly important where previous experience relating estimates and actual costs has shown that unforeseeable events which will increase costs are likely to occur. Contingency reserve is used when a risk occurs as part of the risk response strategy. There is no risk identified from the question

   Source: Adapted from community discussion — modsjunk

   References

   • pmi.org documentation

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10. Question 1180 · 1401 in bank

    An organization is transitioning to an agile project delivery approach. Each project is structured as a Scrum team. A project is in the initiation phase. In one of the workshops, a business subject matter expert (SME) indicated that the project may have legal constraints. The legal team was not identified as a stakeholder in the project brief. What should the project lead do?

    • AAsk the solutions architect to contact the legal department and create the epic(s) in the product backlog.
    • BAdvise the SME that there are no legal requirements identified in the project brief and continue the workshop.
    • CAsk the project sponsor to contact the legal department and identify the legal impact.
    • DAdd the legal department to the list of stakeholders and contact them to discuss the project scope.

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    Answer: D

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PMP practice, question 1171. 1401 questions available.