PMP practice questions 251–260

1. Question 251 · 1401 in bank

   A project manager is assigned to a global project where, during the planning process, team members from different regions are not agreeing to collaborate with each other. What should the project manager do?

   • AReview the organizational culture, structure, and governance.
   • BCoordinate a meeting with regional managers to ask for support.
   • CReview lessons learned from previous projects that used the same team.
   • DCoordinate a meeting to understand the situation and resolve any conflicts.

   Show answer

   Answer: D

   Explanation

   D In accordance with the PMBOK, when team members from different regions are reluctant to collaborate during the planning phase of a global project, the project manager should facilitate communication, promote team building, establish common goals, mediate disputes, provide cultural sensitivity training, create clear communication channels, and seek executive support if needed.

   Source: Adapted from community discussion — Aditech

   Next question

2. Question 252 · 1401 in bank

   During the development of a project in a dynamic market environment, new unforeseen legal requirements have come into effect. The project manager is not sure if some of the project deliverables will be fully compliant with the new requirements. What should the project manager do?

   • AAgree with the project team that the new requirements will be applied to the next project, not the one already under development.
   • BEvaluate the consequences of noncompliance with relevant stakeholders and update the risk register with agreed actions.
   • CRequest the project management office (PMO) to assign a dedicated resource to monitor the external environment to enable more reaction time.
   • DStop the project until someone in the organization can identify all the new requirements and how they impact the project.

   Show answer

   Answer: B

   Explanation

   B According to the PMBOK, when new legal requirements emerge during project development in a dynamic market environment, and compliance with project deliverables is uncertain, the project manager should assess the impact, consult experts, update the project plan, communicate with stakeholders, mitigate risks, and continuously monitor and adapt to ensure compliance throughout the project lifecycle. Adigun.

   Source: Adapted from community discussion — Aditech

   Next question

3. Question 253 · 1401 in bank

   During iteration planning, team A identifies that an important deliverable is dependent upon a deliverable from team B. What should the project manager do?

   • AAsk team B to focus on their backlog and deliver based on their priority
   • BInform team B of the dependency and ensure that the deliverable is planned
   • CMake team A a part of team B and ensure that the deliverable is ready
   • DRequest team B to immediately start this activity and deliver to team A

   Show answer

   Answer: B

   Next question

4. Question 254 · 1401 in bank

   During the initiation stage of a multimedia exhibition-design project, the project manager is developing the project management plan. What should the project manager do to complete this task?

   • AInitiate a survey to solicit end-customer opinions and prioritize exhibition contents.
   • BInitiate an additional services agreement in case the key deliverables list was not clearly stated in the contract.
   • CBenchmark other similar exhibitions' deliverable lists and final outcomes.
   • DClarify the high-level business requirements with the event organizer as a basis for forming the deliverables list.

   Show answer

   Answer: D

   Explanation

   D During the initiation stage of a multimedia exhibition-design project, the project manager should develop the project management plan by identifying stakeholders, defining objectives, creating a scope statement and project charter, identifying risks, and integrating all planning documents into a comprehensive plan.

   Source: Adapted from community discussion — Aditech

   Next question

5. Question 255 · 1401 in bank

   A system migration project is in its closing stage. The project manager is being pressured to close the project. The project manager communicated to all stakeholders; however, the last department to migrate indicated that they have not received the notification. What should the project manager do?

   • AClose out the project and tell the manager to open a service desk ticket.
   • BLog the issue and assign it to the project team member(s).
   • CEscalate the issue to the project sponsor and upper management.
   • DReport the issue during the next status meeting at the end of the week.

   Show answer

   Answer: B

   Explanation

   B According to the PMBOK, if the last department in a system migration project indicates they haven't received project closure notifications, the project manager should verify communication, resend notifications if needed, follow up directly with the department, document communication efforts, adjust the project timeline if necessary, and proceed with project closure once all stakeholders are properly informed and any outstanding issues are resolved. Adigun

   Source: Adapted from community discussion — Aditech

   Next question

6. Question 256 · 1401 in bank

   An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low. What should the project manager do?

   • ACreate a risk register to identify, capture, review, and manage risks using a risk management process.
   • BTrust the development team's risk estimation and inform the project sponsor that the risks will be evaluated at a later time.
   • CCreate a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project.
   • DCapture all the backlog entries assessed by the development team to have evidence that risk management has been completed.

   Show answer

   Answer: A

   Next question

7. Question 257 · 1401 in bank

   A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountability for their role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?

   • AEstablish an executive review board where all stakeholders discuss and approve features and requirements.
   • BFoster an environment of open communication where all parties can discuss issues and agree on objectives.
   • CLeverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met.
   • DRequire proper approval of all requirements from the marketing vice president and formally document the agreements.

   Show answer

   Answer: C

   Next question

8. Question 258 · 1401 in bank

   A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to a low-performing team. In order to get the project back on track, what should the project manager do first?

   • AEmpower the team members to conduct their job activities and hold each person accountable to improve the schedule.
   • BNotify the project sponsor that the team is underperforming and request additional resources to compress the schedule.
   • CContact each team member to inform them that further schedule slips will not be tolerated by the project sponsor.
   • DBegin holding daily meetings to assign each team member discrete tasks with specific due dates.

   Show answer

   Answer: A

   Explanation

   A According to the PMBOK, to address the marketing vice president's concern about accountability in the agile model, the project manager should: 1. Educate on Agile Principles 2. Clarify Roles and Responsibilities 3. Establish Clear Objectives and Metrics 4. Implement Agile Reporting Mechanisms 5. Encourage Collaboration and Communication 6. Address Concerns Promptly 7. Provide Regular Updates 8. Seek Feedback and Continuous Improvement. Adigun.

   Source: Adapted from community discussion — Aditech

   Next question

9. Question 259 · 1401 in bank

   An IT company's office is closed abruptly due to a new government restriction. All employees are now working remotely. Project team A has a critical project delivery due in 2 weeks. The project manager, apprehensive about this sudden change, instantly emails the customer explaining that the project delivery will be delayed. The customer is unhappy with this and has escalated the issue to senior management. What should the project manager have done differently?

   • ADisclosed to senior management in confidence, then communicated the delay to the customer
   • BCommunicated a new delivery date to the customer along with the news about the delay
   • CAssessed the situation with the project stakeholders first and communicated the impact to the customer
   • DSpoken to the customer on the phone and explained the reason for the delay instead of writing an email

   Show answer

   Answer: C

   Explanation

   C In conclusion, according to the PMBOK, when faced with an abrupt office closure and potential project delivery delay, the project manager should assess the situation, explore mitigation options, communicate proactively with the customer, seek stakeholder input, and develop a contingency plan. By following these steps, the project manager can effectively manage the situation and minimize the impact on project delivery.

   Source: Adapted from community discussion — Aditech

   Next question

10. Question 260 · 1401 in bank

    A project manager is implementing an enterprise-wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties getting the support of several key departments. What should the project manager do?

    • AAsk senior management to communicate with these departments.
    • BUnderstand the user concerns and revisit the stakeholder engagement plan.
    • CHire a project management consultant to help resolve the issue.
    • DConvince senior management to introduce rewards to resisting departments.

    Show answer

    Answer: B

    Explanation

    B When facing challenges in obtaining support from key departments for an enterprise-wide software project, the project manager should focus on effective communication, relationship-building, stakeholder engagement, issue resolution, seeking senior management support if necessary, and continuous monitoring and adjustment of strategies. These actions help to enhance collaboration and cooperation among departments, increasing the project's chances of success. Adigun

    Source: Adapted from community discussion — Aditech

    Next question

Keyboard:J Kmove between questionsA–Dselect an answerRshow or hide the answer← →change page

PMP practice, question 251. 1401 questions available.