PMP practice questions 151–160

1. Question 151 · 1401 in bank

   During a project status meeting with senior managers, the project manager gives an update about the status of a deliverable. Some of the senior managers claim not to know about the deliverable. What should the project manager do next?

   • ACheck if these stakeholders attend regular project meetings.
   • BMeet with these stakeholders to review the project charter.
   • CReview the project charter to validate this claim
   • DValidate if the project charter changed from the original one.

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   Answer: B

   Explanation

   In this situation, where senior managers claim not to know about a deliverable during a project status meeting, the project manager should take steps to ensure that all stakeholders have a clear understanding of the project's scope and deliverables. The appropriate next steps would be: B. Meet with these stakeholders to review the project charter: This is the most immediate and effective approach. The project charter is a key document that outlines the project’s objectives, scope, deliverables, and stakeholders. Reviewing the project charter with the senior managers will help clarify any misunderstandings or gaps in their knowledge about the deliverables. It also provides an opportunity for the project manager to reinforce the project's objectives and deliverables and ensure alignment among the senior stakeholders.

   Source: Adapted from community discussion — Delab202

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2. Question 152 · 1401 in bank

   A project manager is assigned to an agile project that has an aggressive time line and a fixed budget. Currently, the majority of the items are in the backlog and only a few are in process or completed. What should the project manager do?

   • AWork on the backlog activities with fewer story points.
   • BAsk for more resources to clear the backlog activities.
   • CPrioritize which backlog activities should be kept.
   • DAssign an owner for each backlog activity and track progress

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   Answer: C

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3. Question 153 · 1401 in bank

   A project manager is managing a mobile application development project when one of the experienced team members starts missing deadlines. The delays will impact project implementation. What should the project manager do next?

   • AAssign an additional resource to help the team member with the tasks
   • BAsk the team member's functional manager if there are any known issues
   • CConvene a team meeting to encourage and motivate the entire team
   • DMeet with the team member to understand their concerns and/or issues

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   Answer: D

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4. Question 154 · 1401 in bank

   Team members of a new scrum team are skilled and excited about the project, despite never having worked together before. The project leader requested an offsite team building activity to talk about the project and get familiar with each other, but the activity was not approved by the sponsor who is trying to save money. The project leader believes it is important to hold a team building activity to bring the team together. What should the project leader do?

   • ATell the team that the event will be handled at the end of the project due to current financial constraints
   • BBypass the event because the team members' seniority is enough to engage without further activities
   • CExplain the financial constraint and ask each team member to pay their own share for the event
   • DUse the office facilities and support to organize an interactive event for the team members in-house

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   Answer: D

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5. Question 155 · 1401 in bank

   A project manager held a meeting and framed the project schedule. A critical stakeholder, who was not consulted at the time of the schedule discussion, complained that the published dates are not agreeable due to a prescheduled task for another assignment. What should the project manager do first?

   • AOrganize a new schedule framing meeting with the critical stakeholder to obtain input.
   • BDiscuss with the project sponsor and create a new project schedule.
   • CAnalyze the root cause of the issue and update the communications management plan.
   • DReach out to the project sponsor and request additional resources.

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   Answer: A

   Explanation

   Analyzing the root cause of the issue and updating the communications management plan (option C) may be relevant for addressing communication gaps or issues, but the immediate priority is to address the stakeholder's concerns regarding the project schedule.

   Source: Adapted from community discussion — Davard

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6. Question 156 · 1401 in bank

   A project team consists of eight resources working on a complex project. The chief technical designer prefers to work alone and seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their thoughts in discussions. What should the project manager do to improve overall team performance?

   • AAsk the chief technical designer to provide their feedback by email.
   • BLet the team dynamics continue as is since the current team mix works well.
   • CEncourage the chief technical designer to engage more with the team.
   • DAsk the technical lead to drive the project s technical discussions.

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   Answer: C

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7. Question 157 · 1401 in bank

   The project management office (PMO) assigns a project manager who specializes in hybrid approaches to a predictive project that is off track from both the cost and schedule perspectives. The project runs into further delays as the project manager is ramping up on the project. The stakeholders are unhappy and ask senior management to replace the project manager. How should the project manager approach this situation?

   • AMeet with the stakeholders to understand their concerns and define an action plan to resolve issues.
   • BEscalate the stakeholder issue to the management team and ask for help with resolving the conflict.
   • CSocialize with the stakeholders to better understand their needs and reset expectations.
   • DContinue to work on the project until the stakeholders and management come to a decision.

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   Answer: A

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8. Question 158 · 1401 in bank

   A project manager has been assigned to a new project. The project schedule is extremely short. During an iteration review meeting. the key stakeholder mentions that they are experiencing some inefficiencies in their work processes. What should the project manager do?

   • APerform a schedule impact analysis with the team.
   • BAsk the team to evaluate their process
   • CReview deliverables with the key stakeholder.
   • DSeek support from the project sponsor.

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   Answer: B

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9. Question 159 · 1401 in bank

   At a project status meeting, different activities were agreed upon for the following weeks. At the end of the first week. the project team realizes that the activities were executed in the wrong way because each team member had a different understanding. These misunderstandings have caused a delay in the project. Which of the following actions should the project manager take to avoid this situation in the future?

   • AConduct reviews prior to performing activities.
   • BMonitor the team’s performance metrics.
   • CDocument the agreement in the meeting minutes.
   • DUse a common communication terminology.

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   Answer: C

   Explanation

   Very confusing question, for me, C is most accurate. If we have the action items written down, we can avoid misunderstandings in what needs to be done. For me its not D, because even if we all use the same terminology, we could still misunderstand who needs to perform what when.

   Source: Adapted from community discussion — 6thEditionAndy

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10. Question 160 · 1401 in bank

    A project manager is leading an agile project in an organization that has not executed this type of project before. In order to ensure the project is following the compliance requirements, what should the project manager do?

    • AUse the risk register to document all of the compliance vulnerabilities generated by the project so that all decisions are well documented and approved by stakeholders.
    • BMeet with the project management office (PMO)/compliance entity to work on process tailoring to ensure that the agile deliverables support the compliance requirements of the organization.
    • CFollow the organization's process and deliverables for predictive projects, even if they compromise the agility and performance of the project.
    • DCoach upper management on agile practices, explaining that an agile project is concerned with value delivery, and negotiate a way out of the compliance requirements.

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    Answer: B

    Explanation

    In transitioning to agile methodologies in an organization that has not executed such projects before, it's essential to work collaboratively with the PMO and compliance entities. This involves tailoring processes to align with agile principles while still meeting compliance requirements. Collaboration and process tailoring help strike a balance between agility and compliance, ensuring that the project delivers value while adhering to organizational standards and regulations.

    Source: Adapted from community discussion — Abdelmonm

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PMP practice, question 151. 1401 questions available.