PMP practice questions 181–190

1. Question 181 · 1401 in bank

   During the last iteration of a hybrid project., one of the key members of the team wants to leave the project. What should the project manager do to address this concern?

   • AUpdate the burndown chart to reflect this resource’s absence.
   • BKeep activities as planned regardless of the resource change.
   • CHave a meeting with the resource to understand the issue.
   • DRequest an additional resource to finish the project.

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   Answer: C

   Explanation

   When a key member of the team expresses a desire to leave the project, it's essential for the project manager to address the concern proactively. Having a meeting with the resource allows the project manager to understand the reasons behind the decision to leave, assess the impact on the project, and explore potential solutions. Open communication can help identify any underlying issues that may be addressed to retain the team member or, if necessary, plan for a smooth transition by documenting knowledge transfer and adjusting project plans accordingly.

   Source: Adapted from community discussion — Abdelmonm

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2. Question 182 · 1401 in bank

   A project manager finds a mistake with an important server acquisition. The acquisition was expected for a critical path activity but has not arrived yet, causing significant impacts on time and cost. The team member responsible for this activity argues that they sent several emails to the supplier but received no reply. Which document should be used to help avoid this kind of situation?

   • ACommunications management plan
   • BEscalation process
   • CStatement of work (SOW)
   • DStakeholder register

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   Answer: A

   Explanation

   Please read the statement carefully. The question is "Which document should be used to help avoid this kind of situation? " it means what could have been done "Before" the delay or impact of this risk. Since the PM already assessed and analyzed the impact and contacted the key member to find out the root cause. The root cause here is that the vendor is not "responding" to the emails sent by the team member. This is a "Communication" issue. According to the link below https://saasbpm.com/escalation-process-project-management/ Project escalation refers to the process of communicating project issues or concerns to higher levels of management or authority within an organization such as project sponsors, CEO etc.

   Source: Adapted from community discussion — ompk

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3. Question 183 · 1401 in bank

   In an agile project, the team planned to complete 40 story points in an iteration, but only completed 30 story points. What is the schedule performance index (SPI)?

   • A30/40
   • B30/70
   • C40/30
   • D40/70

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   Answer: A

   Explanation

   The Schedule Performance Index (SPI) is a measure of schedule efficiency and is calculated as the ratio of earned value to planned value. SPI = Earned Value / Planned Value. In this case, the earned value is the actual work completed, which is 30 story points, and the planned value is the work that was originally planned, which is 40 story points. So, the SPI is: SPI = 30 / 40

   Source: Adapted from community discussion — UppersquareCapital

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4. Question 184 · 1401 in bank

   After 35 years of service, a company’s CEO has retired. The new CEO is planning to digitally transform the company and has assigned a new project manager to assist in this endeavor. The initial backlog has been created and agreed upon, and the team members have been assigned. What should the project manager do before the project kick-off meeting?

   • APerform integration management activities to consolidate the plans.
   • BCompare the team’s expertise against the project requirements.
   • CConduct a backlog refinement and identify the key activity to start with.
   • DReview the project's environment to understand the organizational culture.

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   Answer: D

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5. Question 185 · 1401 in bank

   A company is starting a new agile project with a team that has expertise working on these kinds of projects. During the backlog refinement meeting, the team realizes that they are not completing the estimations because some key information is missing. What should the project manager do?

   • AAsk to postpone the iteration planning because the estimation is not complete.
   • BAsk the product owner to review the stories with stakeholders prior to planning.
   • CReview the project backlog with the product owner before estimating the stories.
   • DReview the previous project estimations and assign them to the stories.

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   Answer: C

   Explanation

   The question is referring to the backlog refinement meeting. One key benefit of a backlog refinement session is that it allows teams to have a focused and in-depth discussion about the items in the Product Backlog, to prioritize and refine their understanding of the requirements and goals for each item.

   Source: Adapted from community discussion — kevzzz

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6. Question 186 · 1401 in bank

   A project manager is involved with a project to remodel a long-used product. There are no proper records for the original design and execution of the original product. The stakeholders doubt that the remodel can be accomplished without this information and are hesitant to provide support for the project. What should the project manager do?

   • AAcknowledge the stakeholders’ concerns with open dialogues and realign the project with stakeholder requirements and past lessons learned
   • BCreate a plan to inform stakeholders on the progress so they are able to see that the project can succeed
   • CShare the threats of not updating old solutions and ask stakeholders to be patient with any inconveniences
   • DSolicit a larger reserve for cost and time and manage the stakeholders’ expectations

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   Answer: A

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7. Question 187 · 1401 in bank

   A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various issues during execution, the project was extended to 16 months. By month 11, the expected savings were exceeded but not all of the functionalities planned for that date were fulfilled. How should the project manager inform the stakeholders of the project's progress?

   • AComplete the outstanding functionalities before informing the sponsor of the project progress
   • BCommunicate the benefit expectations and the action plan for the pending functionalities
   • CSend an email with the monthly project progress to all relevant stakeholders
   • DReport that the project has not fulfilled all the expected functionalities

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   Answer: B

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8. Question 188 · 1401 in bank

   A project is starting its third iteration out of six. During planning, the team realized that all of the requirements were not defined clearly enough to start working. What should the project manager do?

   • AReview and replace the unclear requirements with ones that are clear.
   • BUpdate the issue log and escalate it to the project sponsor.
   • CMeet with the product owner to review the project backlog.
   • DInvite key users to the next daily meeting to get requirement clarification.

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   Answer: C

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9. Question 189 · 1401 in bank

   A project team is working to deliver a solution to manage nationwide crisis relief operations. The project team is spending most of its time in meetings with end users. The meetings have been slowing down project progress. What should the project manager do to keep the deployment on track while obtaining stakeholder approval?

   • AInform the stakeholders that a daily meeting will take place at a specific time and ask them to share their feedback during this time.
   • BStop attending meetings, start development with what was collected so far. and define a date for the first delivery of the solution.
   • CAsk the project sponsor to attend the meetings on behalf of the team while the team is working on the development.
   • DPut all of the requirements, priorities, and progress on a visible board, share it with all entities, and decrease the number of meetings.

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   Answer: D

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10. Question 190 · 1401 in bank

    A new team member inquires about how much they need to learn about the organizational process assets (OPAs) residing on the company intranet. Another team member states they only need to know the basics. However, the project manager believes the team member should know everything regarding the OPAs. What should the project manager do?

    • ACreate a training schedule for the new team member to follow over the next few weeks.
    • BEscalate the inquiry to the team member’s functional manager.
    • CClarify the relevance of reviewing the documentation on the intranet.
    • DAsk a senior team member to help the new team member navigate through all the documentation.

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    Answer: C

    Explanation

    The project manager should clarify the relevance of reviewing the organizational process assets (OPAs) on the intranet. Understanding the specific needs and context of the project, as well as the team member's role, can help determine the extent of knowledge required about the OPAs. This approach ensures that the team member focuses on the essential aspects relevant to their responsibilities within the project, avoiding unnecessary overload of information.

    Source: Adapted from community discussion — Abdelmonm

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PMP practice, question 181. 1401 questions available.