PMP practice questions 111–120

1. Question 111 · 1401 in bank

   A project manager is developing the stakeholder register and is having trouble understanding the motivation of some of the stakeholders. What should the project manager do to get this information?

   • AIdentify each stakeholder's motivations from the business case.
   • BRequest stakeholders articulate their motivations at the kick-off meeting.
   • CEmail project objectives to all stakeholders and ask for endorsement.
   • DOrganize a one-on-one conversation with each stakeholder.

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   Answer: D

   Explanation

   A business case does not show the motivations of the stakeholders. it may show some of their needs, but not their specific motivations. The question also says the PM is having issues with SOME not all so the PM does not have to meet all, just SOME. I'll choose one-on-one with those SOME

   Source: Adapted from community discussion — Ade1981

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2. Question 112 · 1401 in bank

   A company just started managing a project using an agile approach. Due to this change, the general manager is worried about the scope definition process for upcoming projects. What should the project manager do to ensure the project scope is completely defined?

   • AMeet with the general manager and convince them to return to using predictive approaches to avoid any risk
   • BAsk the general manager to review every requirement to ensure all projects will deliver the requested products
   • CAsk for a budget increase to implement a double-check process to ensure every business need is included in the requirements
   • DHelp sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations

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   Answer: D

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3. Question 113 · 1401 in bank

   A project manager is in charge of a software development project. A key stakeholder complains that they never received the functionality test status reports. The project manager provides the reports, and the stakeholder notices that an important functionality for their area was not tested. Which tool should the project manager have used to prevent this situation?

   • AIssue log
   • BProject scope statement
   • CStakeholder register
   • DProject charter

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   Answer: C

   Explanation

   To prevent the situation where a key stakeholder was unaware of the status of functionality tests, the project manager should have effectively used: C. Stakeholder Register: This tool is crucial in managing communications with stakeholders. A stakeholder register includes information about all stakeholders, their interests, their influence on the project, and their communication requirements. By referring to this register, the project manager could have ensured that all key stakeholders, including the one who complained, were regularly updated with the necessary reports, such as functionality test status. This would have ensured that the stakeholder was aware of which functionalities were being tested and which were not. Project Scope Statement: The project scope statement outlines what is and is not included in the project. While it's important for defining the boundaries of the project and the deliverables, it doesn't specifically address communication with stakeholders about ongoing activities like testing.

   Source: Adapted from community discussion — Delab202

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4. Question 114 · 1401 in bank

   A project manager is asked to develop maintenance planning software for a power plant. A similar project was executed by another department in the organization that was later closed due to low performance. The project manager is concerned about the project's performance and wants to take action in advance to ensure the project succeeds. What should the project manager do?

   • AContinue executing the project as planned and add more resources if they are required.
   • BEvaluate the project risk and add external experts to address the potential risks.
   • CReview the lessons learned on similar projects so that they do not fall back into the same pattern.
   • DInform the project sponsor about the risk and try to convince them to withdraw from the project.

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   Answer: C

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5. Question 115 · 1401 in bank

   A team is not delivering the committed work. Cards are not moving on the kanban board, and the burndown chart shows that the sprint progress is slow. What should the agile project manager do?

   • AConsider the use of alternative performance metrics.
   • BChange the work in progress (WIP) limit to reflect the team's capacity.
   • CDiscuss the performance with senior leadership.
   • DMeet with the project team members who are slow in delivering tasks.

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   Answer: D

   Explanation

   When a team is facing challenges in delivering committed work, it's essential for the agile project manager to engage with the team members directly. Meeting with the team allows the project manager to understand any obstacles or issues they may be facing and work collaboratively to address them. This aligns with the agile principle of individuals and interactions over processes and tools. While alternative performance metrics, adjusting WIP limits, and discussions with senior leadership may be relevant in certain situations, directly engaging with the team members provides a more immediate and targeted approach to resolving issues impacting the team's performance. It fosters open communication and collaboration within the team, helping to identify and address challenges in a timely manner.

   Source: Adapted from community discussion — Abdelmonm

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6. Question 116 · 1401 in bank

   A newly formed project team includes team members who have been working in the company for a long time as well as team members who are new to the company. The project team members discovered that there is a gap in communication between these two groups, and they are finding it hard to collaborate with one another. What should the project manager do?

   • AAsk the experienced members to lead the junior members to facilitate skill transfer
   • BOrganize networking sessions to allow the team members to get to know one another
   • CEncourage team members to focus on delivering results with their specialized skills
   • DAsk the team to self-organize and escalate any issues to the project manager

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   Answer: B

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7. Question 117 · 1401 in bank

   A project manager is asked to negotiate between two team members who frequently have misunderstandings in order to reach an agreement that will advance the project. What should the project manager to?

   • AEstablish common ground through collaboration and understanding the team members’ needs
   • BOrganize a team-building event to improve the morale among team members
   • CEncourage a positive ongoing relationship between both of the team members
   • DCoach and mentor the team members to build consensus and to resolve the ongoing conflict

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   Answer: D

   Explanation

   In a situation where two team members frequently have misunderstandings, coaching and mentoring are effective strategies to address the conflict and promote collaboration. The project manager should work closely with the individuals involved, helping them understand each other's perspectives, facilitating communication, and guiding them toward a resolution that aligns with the project's objectives. This approach emphasizes individual development and conflict resolution skills, fostering a positive working relationship within the team. Establishing common ground, encouraging positive relationships, and organizing team-building events are all part of the coaching and mentoring process.

   Source: Adapted from community discussion — Abdelmonm

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8. Question 118 · 1401 in bank

   A project manager is working for an organization in country A and has been tasked with opening the first brick-and-mortar store in country B. The sponsor has identified the city for the store and wants to minimize any potential issues with the local government. Which action should the project manager take to address the sponsor's request?

   • AWork with the organization's legal department to identify local regulations to ensure project compliance
   • BWork with the organization's project management office (PMO) to build a project team of residents located in the city
   • CWork with the organization's real estate department and reach out to the local government to identify the best location for the store
   • DWork with the local government to build the profiles of employees that will be working in the store

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   Answer: A

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9. Question 119 · 1401 in bank

   A project manager is working on a project for a startup company. The company launched cloud-based agile project management and DevOps training modules via the learning platform to support multiple self-paced and virtual learning formats. In a recent sprint, the quality assurance team failed to thoroughly inspect the modules before deployment, resulting in a poor customer experience. Which of the following issues is the project manager facing?

   • ANonconformance issue
   • BEscaped defect
   • CUnmet planned-to-done ratio
   • DUndetected error

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   Answer: B

   Explanation

   The term "escaped defect" refers to a situation where a defect or issue is not detected during the testing phase and makes its way into the production environment, affecting the end users or customers. In this scenario, the quality assurance team failed to thoroughly inspect the modules before deployment, resulting in a poor customer experience. A. Nonconformance issue: Problem where a deliverable or process doesn't meet specified standards or requirements. B. Escaped defect: Defect or issue that wasn't caught during testing and reaches the production environment. C. Unmet planned-to-done ratio: Potential term indicating a misalignment between planned and actual work completion. D. Undetected error: An error or issue that goes unnoticed during a phase of the project, often related to insufficient testing or quality control.

   Source: Adapted from community discussion — Abdelmonm

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10. Question 120 · 1401 in bank

    An equipment vendor will implement a new production line for a client company. The year-long project will include 2- to 4-month long iterations; however, the client's project manager has no agile experience. How should the project manager ensure that the client is effectively represented in the daily meetings?

    • ARecommend agile training programs that best suit the client project manager's schedule.
    • BPropose a session for essential agile knowledge transfer for the client team to align with the daily meeting goals.
    • CRealign the project to a predictive approach to ensure optimal collaboration between the teams.
    • DProvide the client project manager with agile best practice documents and web resources.

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    Answer: B

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PMP practice, question 111. 1401 questions available.