PMP practice questions 1,311–1,320

1. Question 1311 · 1401 in bank

   Select 2

   A project manager is assigned to a project that is in development. As the project manager reviews the project's progress, they find a few tasks that are behind schedule. After investigating, the project manager discovers that a few team members were pulled to work on other assignments, which impacted their ability to focus on the project manager's project. Which two actions can the project manager take to bring the team back on track? (Choose two.)

   • AEstablish daily standups to review project progress and track the completion of deliverables
   • BAllow the team members to catch up at their own pace
   • CAlert the business stakeholders immediately of the schedule delay
   • DDiscuss the risk of project delay and work priorities with the respective functional managers
   • EWork with the team to identify options to accelerate project delivery.

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   Answer: DE

   Explanation

   D. Discuss the risk of project delay and work priorities with the respective functional managers E. Work with the team to identify options to accelerate project delivery

   Source: Adapted from community discussion — victory108

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2. Question 1312 · 1401 in bank

   To limit the amount of time and cost of using a contract programming firm, a product manager announces that the developers will not be paid for unrequested embellishments to the product. What can the development team and scrum master do to ensure they are paid for all their work?

   • AConvert the story points on user stories to hours to provide estimates of the potential costs to the product manager.
   • BHave the product manager work with the scrum master to assign specialists to user stories to meet the requirement.
   • CEnsure that the task board is used as an information radiator and all stories have enough detail to build the required feature or function.
   • DRefine the definition of done (DoD) for user stories to ensure that part of the completion is a verification review of the code.

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   Answer: C

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3. Question 1313 · 1401 in bank

   A project manager accepts a delivery at the project site but the items are of a poor quality. The project manager gets the local vendor to fix the items but more deliveries from this vendor are expected. What should the project manager do going forward?

   • AAllocate extra time to inspect deliveries for quality assurance upon arrival at the site
   • BReview the contract requirements and ask for the applicable evidence for quality assurance
   • CHave the vendor issue the quality documentation prior to the next delivery
   • DCall the vendor and have them verbally guarantee the quality of the next site delivery

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   Answer: B

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4. Question 1314 · 1401 in bank

   A project has completed the first phase. During the lessons learned meeting, the project manager reported that the project was successful because it was on time, on budget, and on scope. The sponsor objected and said that other project benefits, such as cost reduction of the product and system response time, were not achieved. What may have caused this situation?

   • AThe change control plan was not followed by the project manager.
   • BThe acceptance criteria were not accurately defined.
   • CThe items did not appear in the project management plan.
   • DThe benefits should have been managed at the organizational level.

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   Answer: B

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5. Question 1315 · 1401 in bank

   During project execution, the risk owner is monitoring the critical speed rate of a power engine to eventually trigger the defined risk-response strategy. During the risk assessment and management process phase, it was defined that the power engine has the following characteristics: 1,600 rpm (rate-per-minute) -> stops working and crashes the system 1,500 rpm (rate-per-minute) -> warns of max rate allowed 1,400 rpm (rate-per-minute) -> reduces the power and brakes the engine Which of the following statements is correct?

   • A1,600 rpm is a project risk, 1,500 rpm is an event that triggers a response strategy, and 1,400 rpm is a project issue.
   • B1,600 rpm is a project issue, 1,500 rpm is an event that triggers a response strategy, and 1,400 rpm is a project risk.
   • C1,600 rpm is a project issue, 1,500 rpm is a project risk, and 1,400 rpm is an event that triggers a response strategy.
   • D1,600 rpm is an event that triggers a response strategy, 1,500 rpm is a project issue, and 1,400 rpm is a project risk.

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   Answer: C

   Explanation

   A project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost and quality. For example, a project to build a new bridge may have a risk of delays due to bad weather conditions. A project issue is a problem that has already occurred and needs to be addressed in order for the project to continue successfully. For example, during the construction of the bridge, it may be discovered that there is an issue with the quality of materials being used. A response strategy is a plan for how to respond to a project risk in order to minimize its impact on the project. There are several types of response strategies including avoidance (eliminating the risk), mitigation (reducing the likelihood or impact of the risk), transfer (shifting responsibility for the risk to another party), and acceptance (accepting the consequences if the risk occurs). For example, in response to the risk of delays due to bad weather conditions during bridge construction, a response strategy could be to adjust the schedule and plan for additional time in case of bad weather.

   Source: Adapted from community discussion — mrbottomwood

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6. Question 1316 · 1401 in bank

   Due to price inflation, an agile project manager has identified that the available project funding will not be enough to bring on an additional team member for the upcoming iterations as initially planned. The project budget and release deadlines are tight. The existing cross-functional team is experienced. What is the first approach the project manager should take?

   • AAsk the business stakeholders to reduce the number of features required for the product.
   • BDelay the hiring of the additional resource until market conditions are favorable to work within project requirements.
   • CAsk the functional managers to source a less experienced and less expensive team member for the project.
   • DRequest the current team to analyze the work planned for the additional resource.

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   Answer: D

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7. Question 1317 · 1401 in bank

   Project A is critical for the company and must be completed within nine months. The project charter has been signed but the project scope statement has not been prepared. Management asks the project manager to move forward with the project without an approved project scope statement. What should the project manager do next?

   • AEscalate the issue to the project sponsor and add it to the risk register
   • BRefuse to work on the project because management is not following standard project management practices
   • CMeet with management to explain the potential problems with running a project without a project scope statement
   • DStart the project with inputs from the project charter to save time

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   Answer: C

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8. Question 1318 · 1401 in bank

   A project team is transitioning to agile delivery. The team uses a Kanban board to track progress. In the daily meetings, the team members have been reporting good progress. However, the cards on the board are not progressing toward "done." What should the project manager do?

   • AAsk each team member to include the completion date on their cards.
   • BRemind the team that self-organized teams are accountable for project progress.
   • CCancel the daily meetings and organize weekly project team meetings.
   • DAsk the development lead to indicate low performers after the daily meeting.

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   Answer: B

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9. Question 1319 · 1401 in bank

   A project manager is starting a project using a hybrid approach and notices some team members only have knowledge of predictive approaches. What does the project manager need to do first in order to have good project performance?

   • ACoach those team members lacking hybrid knowledge to learn on the job.
   • BChange the team to include hybrid experts.
   • CAssess the required training per team member.
   • DDeliver hybrid training to all team members.

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   Answer: C

   Explanation

   just having some member lack hybrid knowlege so the first thing PM need to assess to indentify the needed for each member and then make the plan traning and coach them

   Source: Adapted from community discussion — DavidTri

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10. Question 1320 · 1401 in bank

    Select 3

    A sponsor requires that the established quality standards for the project be met. As a result, the sponsor asks the project manager for stable measures to ensure that the quality is met. Which three actions should the project manager do? (Choose three.)

    • AIdentify in the iteration planning the acceptance criteria that meet quality standards.
    • BIdentify the acceptance criteria during the retrospective that meet the quality standards.
    • CAnalyze the lessons learned to determine appropriate testing metrics in quality standards.
    • DIncorporate performance metrics on the verified deliverables according to quality standards.
    • EPerform a risk analysis to determine the impact of not complying with quality standards.

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    Answer: ACD

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PMP practice, question 1311. 1401 questions available.