PMP practice questions 171–180

1. Question 171 · 1401 in bank

   A project is in the final stages, and a key stakeholder demands a change to a product feature that will add 2 weeks to the critical path. What should the project manager do?

   • AInitiate a risk response strategy from the risk register.
   • BPerform a detailed assessment to analyze the impact.
   • CReject the changes as the project is in the final stages.
   • DUse schedule compression methods to alter the critical path.

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   Answer: B

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2. Question 172 · 1401 in bank

   A project manager is newly assigned to the second phase of an ongoing project. During the implementation, a defect occurred and no one knows how to fix it, as the former engineering team has moved to another project. The customer warns that previously. this defect negatively affected the project schedule. What should the project manager do first?

   • ACheck the organizational process assets (OPAs).
   • BUpdate the risk management plan.
   • CAcquire knowledgeable resources.
   • DExtend the timeline of the project.

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   Answer: A

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3. Question 173 · 1401 in bank

   A project manager has taken over an agile project. There have been several issues during product development due to unclear product requirements. How should the project manager resolve this issue?

   • AAssist the team in estimating project tasks such as milestones and story points.
   • BGather the project team and product owner to find a solution design.
   • CReview issues and identify opportunities for improvement that add value to the product.
   • DAsk the team to rework the definition of done (DoD) before items can be pulled into the backlog.

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   Answer: B

   Explanation

   When dealing with unclear product requirements in an Agile project, the most effective approach is to involve both the project team and the product owner in finding a solution. Therefore, the best option would be: B. Gather the project team and product owner to find a solution design. This approach aligns well with Agile principles, which emphasize collaboration, continuous feedback, and adaptability. By bringing together the project team and the product owner, the project manager can facilitate a discussion to clarify requirements, address ambiguities, and ensure that everyone has a shared understanding of the project goals and deliverables. This collaborative effort can lead to the refinement of the product backlog and more effective sprint planning, ultimately leading to better outcomes.

   Source: Adapted from community discussion — Delab202

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4. Question 174 · 1401 in bank

   Select 3

   A project manager has just been assigned to a new project. The project manager's first task is to present the project benefits to the stakeholders. Which three items should form part of the presentation? (Choose three.)

   • ARisks associated with achieving the target benefits
   • BStakeholder register
   • CCommunications management plan
   • DExpected business value
   • EMetrics to measure benefits throughout the project

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   Answer: ADE

   Explanation

   Risks associated with achieving the target benefits (A): This is crucial because stakeholders need to be aware of potential challenges or obstacles that could impact the realization of the project's benefits. Including risks in the presentation helps in setting realistic expectations and prepares stakeholders for possible contingencies. Expected business value (D): This is arguably the most important component of the presentation. The project manager should articulate how the project will contribute to the business’s goals, objectives, or bottom line. This includes detailing the tangible and intangible benefits that the project is expected to deliver. Metrics to measure benefits throughout the project (E): It is important to establish how the success of the project will be measured. Presenting the metrics for measuring benefits not only shows a plan for tracking progress but also helps in maintaining stakeholder confidence throughout the project lifecycle by providing a way to assess whether the project is on track to deliver its intended benefits.

   Source: Adapted from community discussion — Delab202

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5. Question 175 · 1401 in bank

   A project has been running successfully for 2 months. At a regular project meeting, the team raises several potential obstacles to future progress. The obstacles include vendor delivery performance, technical performance of a subsystem, and conflict with another division of the organization. What should the project manager do next?

   • AEscalate the obstacles to the project sponsor for assistance with resolution.
   • BEngage with the external stakeholders and the other division of the organization to resolve the issues.
   • CWork with the team and others in the network to assess and prioritize the obstacles.
   • DDetermine a change response to identify and resolve the obstacles to move the project forward.

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   Answer: C

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6. Question 176 · 1401 in bank

   An agile facilitator has gathered a team for a new project. This team and facilitator have not yet worked on a project together. How should the facilitator proceed?

   • ASet up a lessons learned session from a similar project.
   • BHold a team charter discussion.
   • CSchedule a release planning session.
   • DConduct a product roadmap session with the team.

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   Answer: B

   Explanation

   When working with a new team on a project, the Agile Facilitator should start by holding a team charter discussion. This session helps the team establish a shared understanding of the project's purpose, goals, and expectations. During the session, the team will discuss the scope of the project, the stakeholders involved, and the team's roles and responsibilities. This discussion will help the team align on the project's objectives, establish a foundation of trust, and identify potential risks and challenges.

   Source: Adapted from community discussion — Hung3102

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7. Question 177 · 1401 in bank

   A project team was asked to resume development activities on a project that was suspended for a few months due to the fast-changing environment and conditions. What should the project lead do?

   • AReview the items remaining in the backlog with the project team
   • BAsk the project team to approve all of the remaining backlog items
   • CAsk the program manager to approve the backlog with the client
   • DReview the items remaining in the backlog with the project sponsor

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   Answer: A

   Explanation

   When a project is resumed after a suspension, especially in a fast-changing environment, it's crucial to reassess and align the project's goals, priorities, and plans. Here are the best steps for the project lead: Review the items remaining in the backlog with the project team (Option A): This is a critical step. The project team, being closely involved in the project execution, is best positioned to understand the technical details, dependencies, and complexities of the backlog items. They can provide valuable insights into what has changed, what remains relevant, and what needs to be reprioritized or adjusted.

   Source: Adapted from community discussion — Delab202

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8. Question 178 · 1401 in bank

   During project execution, a project manager discovers that the budget at completion has shifted significantly and is higher than expected. What should the project manager do?

   • APerform a root cause analysis of the project performance.
   • BAdjust the original budget estimates with the current cost variance.
   • CReview the activity duration to reforecast the project completion date.
   • DNegotiate the project changes and adjust stakeholder expectations.

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   Answer: A

   Explanation

   When the budget at completion has shifted significantly and is higher than expected, it's important for the project manager to perform a root cause analysis. This involves investigating the factors and events that have led to the budget variance. By identifying the root causes, the project manager can address the underlying issues and take corrective actions to bring the project back on track. Adjusting stakeholder expectations and negotiating changes may be part of the response, but understanding the root causes is a crucial first step.

   Source: Adapted from community discussion — Abdelmonm

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9. Question 179 · 1401 in bank

   In a project using a hybrid approach, the performance of the team was consistently excellent during the predictive stages. When the iterations began, however, the team members started to show signs of low commitment, conflicts, and confusion, resulting in low morale. What should the project manager do to handle this situation?

   • ACoach the team members on agile processes and knowledge.
   • BPerform team-building activities and enhance collaboration.
   • CIdentify the team members who are impacting low morale.
   • DGive team members more authority to make decisions.

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   Answer: A

   Explanation

   The team already worked together before as stated in the question so they know each other, the issue started with they started to use Agile. so they need to understand how Agile works

   Source: Adapted from community discussion — chlaithem

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10. Question 180 · 1401 in bank

    During the daily standup meeting that is assessing progress against the current sprint, a team member reports some delays due to a component managed by an external vendor. How should the project manager address the team member’s concern?

    • AImplement fast tracking to reduce the impact of the delay on the sprint.
    • BAsk the team member to provide details to address the issue with the vendor.
    • CAsk the team member to resolve the issue independently to minimize further delays.
    • DUpdate the communications management plan to prevent future reoccurrence.

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    Answer: B

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PMP practice, question 171. 1401 questions available.