PMP practice questions 1,261–1,270

1. Question 1261 · 1401 in bank

   A project manager has been assigned to lead a project to deploy a new system. The stakeholders disagree on the project objectives and approach. What should the project manager do?

   • ACreate a roles and responsibilities matrix based on the project charter and ask the sponsor to share it with all stakeholders to provide credible authority
   • BConduct scoping workshops with the project team to create a work breakdown structure (WBS), assign tasks to various entities, share this with all stakeholders, and ask the team to complete their tasks as scheduled
   • CConduct a general meeting with all stakeholders and review and address a list of activities for each of them
   • DBreakdown the situation to identify the root causes for the disagreement and then work with each stakeholder and participating entity on their exact roles and responsibilities

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   Answer: D

   Explanation

   D. Breakdown the situation to identify the root causes for the disagreement and then work with each stakeholder and participating entity on their exact roles and responsibilities

   Source: Adapted from community discussion — victory108

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2. Question 1262 · 1401 in bank

   A new project needs to be kicked off in an organization that has regulatory requirements defined in their organizational governance process. How should the project manager define the project governance?

   • AAsk the project management office (PMO) if the regulatory requirements can be ignored.
   • BUpdate the project governance to include the current regulatory requirements.
   • CCustomize all of the regulatory requirements to fit within the specific project governance.
   • DUpdate some of the regulatory requirements to fit within the project governance.

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   Answer: B

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3. Question 1263 · 1401 in bank

   The project manager started a new project and must ensure that the team members and stakeholders are adequately trained. After an interview with the team, the project manager discovers that all resources have experience in different agile methodologies. What should the project manager do?

   • AMake sure the project team is aware of all agile techniques
   • BSkip the training because the team already understands agile
   • CEnsure the team has a common understanding of agile
   • DTeach one agile methodology fully and completely

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   Answer: C

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4. Question 1264 · 1401 in bank

   A project is nearing the completion of a sprint when the product owner announces that a local regulator has banned part of the deliverable. What should the project manager do?

   • AComplete the sprint and seek a waiver from the regulator.
   • BPerform a sprint risk assessment and analyze challenges.
   • CAdd more items to the sprint backlog that will add value.
   • DComplete the sprint, but do not release the deliverable.

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   Answer: B

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5. Question 1265 · 1401 in bank

   A project manager invites the company CEO, sponsor, team members, and an external client representative to a meeting to review the project management plan. The project manager starts to present the budget but the CEO suddenly asks to end the meeting. What should the project manager have done to avoid this situation?

   • AReviewed the communications management plan before inviting an external client representative to the meeting
   • BReviewed the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting
   • CPerformed a root cause analysis with the external client representative and documented the findings in the lessons learned register
   • DSent the presentation slides to internal participants first and then to the external client representative prior to the meeting

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   Answer: B

   Explanation

   Will go for B. By reviewing the cost management plan with internal participants and the CEO beforehand, the project manager would have ensured that there is alignment and agreement on the budget before presenting it to the external client representative. This would have provided an opportunity to address any concerns or questions internally and make any necessary adjustments or clarifications prior to the meeting. By doing so, the project manager would have increased the likelihood of a smooth and productive discussion during the meeting, reducing the risk of the CEO abruptly ending it.

   Source: Adapted from community discussion — JYKL88

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6. Question 1266 · 1401 in bank

   Select 3

   Three testers joined the project team just before the end of the build. During the project team meeting, the testers indicated that the project quality is poor, and they should not continue testing until all the defects are fixed. Which three actions should the project manager do? (Choose three.)

   • AStop the project and review the output.
   • BAsk the testers to provide additional information.
   • CBrainstorm the issue with the project team.
   • DContinue with testing according to the plan.
   • EAsk the sponsor for assistance and guidance.

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   Answer: BCD

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7. Question 1267 · 1401 in bank

   A project manager is assigned to a new project to deliver a product at the end of the year. The project manager was informed by the vendor that a core component could not be shipped on time, which will impact the schedule. What should project manager to do next to minimize the impact on the project?

   • ASchedule a meeting with all stakeholders to extend the project deadline
   • BReplace the vendor with a new vendor who can offer the component on time
   • CAdd an item to the next status review to make stakeholders aware of the vendor issue
   • DReview and update the issue log and determine if any alternative components can be offered

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   Answer: D

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8. Question 1268 · 1401 in bank

   A project team is finishing a sprint to deliver a key deliverable. The project team tells the project manager that the deliverable does not meet the agreed project standards set out by the customer and insists on reworking the deliverable to meet the standards. This will delay the project by two weeks. What should the project manager do?

   • AAgree with the team that the best way forward is to improve the quality of the deliverable to meet the standards even if it takes more time.
   • BLet the team rework the deliverable and delay the delivery of the project by two weeks.
   • CAsk the team to move forward with the deliverable with the best possible quality without extending the time.
   • DMeet with the sponsor to highlight the poor quality standards and ask for two weeks of additional time to rework the deliverable.

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   Answer: A

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9. Question 1269 · 1401 in bank

   In a hybrid project, the customer decided on a major change for the project design. This change was approved and the impact on schedule and budget is known. The software team leader, who is supposed to develop the software, refuses to commit to delivery dates claiming that they work using an agile approach and cannot commit to a final delivery date. The hardware team depends on this software to develop their part of the product. What should the project manager do?

   • AAdd this risk to the risk register and monitor it according to the risk management plan
   • BEscalate this to higher management and ask for help to resolve the issue
   • CImpose the delivery dates on the software team leader and notify the functional manager about the situation
   • DAsk the software team leader to use a predictive approach and commit to a delivery date

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   Answer: A

   Explanation

   A is not the answer. FIrst of all the question says that the impact on schedule and budget is known, which means it has already been recorded in the risk register. Second, adding it to the risk register does not help the hardware team in any way. Adding to the risk register is not a solution for the hardware team and does not guarantee a timely delivery. With changing the development approach, the software lead will need to commit a date and then you can add it to the risk register to monitor it closely to ensure the software is delivered without any delay. The correct answer is D

   Source: Adapted from community discussion — [Removed]

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10. Question 1270 · 1401 in bank

    A project manager noticed that a talented team member remains passive and quiet during project meetings with the larger project team and other stakeholders. The team member interacts with the project manager quite well during one-on-one interactions. What should the project manager do?

    • APraise the talkative team members for their input to encourage the quiet team member to speak up.
    • BEncourage the quiet team member to actively participate during the team meetings.
    • CIn the larger team meetings, share the feedback given by the quiet team member during their one-on-ones.
    • DTake the laissez-faire approach and give the quiet team member time to work up the courage to speak up.

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    Answer: B

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PMP practice, question 1261. 1401 questions available.