PMP practice questions 291–300

1. Question 291 · 1401 in bank

   The testing backlog for a hybrid project has increased significantly and is becoming a bottleneck. The team has researched a tool that could resolve the bottleneck, and the project manager has been informed. What should the project manager do next?

   • AEscalate the issue with the product owner.
   • BReduce the testing scope of the backlog.
   • CAdd developers to remove the backlog.
   • DEnroll team members in training on the tool.

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   Answer: D

   Explanation

   Out of 1200 questions so far, I think "Escalate" was the correct answer on only 1 occasion. I don't believe it is correct here. The "softest" step is to Enroll team members in training.

   Source: Adapted from community discussion — d370e49

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2. Question 292 · 1401 in bank

   A project manager has taken over a project that has been without a project manager for the last couple of weeks. The team is feeling lost and there are a few team members who are confused about the next steps and the final outcome of the project. What should the new project manager do?

   • ASet short-term goals in order to create a winning culture internally and praise team members for achieving them.
   • BAsk the project sponsor to provide team members with a project direction regarding outcomes.
   • CAvoid conflict and let the team self-organize on how they want to work on the project tasks.
   • DEscalate the situation to the steering committee and request that more time be allotted to the project.

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   Answer: A

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3. Question 293 · 1401 in bank

   A project manager is leading a project that will be delivered using a Scrum framework. The organization has an innovative project management office (PMO) that fully supports agile and also has a very friendly procurement team. A new vendor needs to be engaged to provide more developers for a new reporting platform. What should the project manager do?

   • AConsult the development team and engage a vendor that is recommended by them.
   • BUse a formal approach using procurement policies, procedures, forms, and work instructions.
   • CConsult the product owner and engage a vendor that is recommended by them.
   • DUse an agile approach and engage a vendor that delivered well in a previous organization.

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   Answer: B

   Explanation

   While Scrum and agile practices emphasize flexibility and adaptability, procurement—especially when involving third-party vendors—still requires adherence to formal procedures to ensure that the engagement is legitimate, compliant, and in line with organizational and legal requirements.

   Source: Adapted from community discussion — Okstm

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4. Question 294 · 1401 in bank

   Select 3

   A project manager is assigned to a time-bound internal project on quality improvement. During project execution, the project manager observes that a specific team member is being isolated by other team members. Which three actions should the project manager take? (Choose three.)

   • AIdentify the isolated team member as a risk and document the situation in the risk register.
   • BGet feedback from other team members to understand what led to this situation.
   • CObtain feedback from the isolated team member to understand the situation.
   • DAllow team members to resolve personal issues without involving the project manager.
   • EArrange and conduct team-building sessions to improve team effectiveness.

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   Answer: BCE

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5. Question 295 · 1401 in bank

   A project manager has been appointed to lead a project but has not previously worked with the project team members. The project manager notices that the team is a mix of senior and junior professionals. What should the project manager do to start establishing a successful relationship?

   • ASchedule one-on-one meetings with the project team members to coach them on how to do their work better based upon previous experience.
   • BStart speaking with each team member separately to understand their needs and personal goals to determine a leadership style.
   • CEstablish authority in the team by setting ground rules and key performance indicators (KPIs).
   • DSchedule a team-building activity and start meeting personally with the project team members.

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   Answer: B

   Explanation

   The PM has been appointed to lead the team, both B and D are good options, but only B is outcome driven from the PM's standpoint, where meeting the team personally allows him to hone in on a leadership style to use with them.

   Source: Adapted from community discussion — Nimitto

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6. Question 296 · 1401 in bank

   A project manager wants to ensure that the project acceptance criteria are met for all project deliverables. What should the project manager do to accomplish this?

   • ACreate a statement of work (SOW) and ensure it remains unchanged during the project life cycle.
   • BInclude project stakeholder expectations and needs while creating project acceptance criteria.
   • CSchedule regular meetings with project stakeholders to make sure they are satisfied.
   • DDiscuss project acceptance criteria with the project sponsor before the execution phase.

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   Answer: B

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7. Question 297 · 1401 in bank

   A project team member does not submit the project status report on time. The team member is frustrated about being required to complete the report. The team member believes that the report does not reflect the reality of the project, has too many pages, and will not be read by stakeholders. What should the project manager do?

   • AReview the requirements of the report with the team member to redefine its purpose.
   • BInstruct the team member to provide the report and document this in the performance review.
   • CReassign the report to another team member to prepare and submit it as requested.
   • DEscalate to the team member's functional manager that the report was not submitted as requested.

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   Answer: A

   Explanation

   A According to the PMBOK (Project Management Body of Knowledge), the project manager should address a team member's failure to submit the project status report on time by engaging in open communication, clarifying the report's importance, reviewing and adjusting its content, assessing associated risks, evaluating and improving its quality, providing support and guidance, reinforcing deadlines, and integrating feedback for continuous improvement. These steps ensure effective project management and stakeholder communication. Adigun.

   Source: Adapted from community discussion — Aditech

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8. Question 298 · 1401 in bank

   A project team's performance is being impacted by impeding internal procedures that are affecting the progress of activities and team autonomy. What should the project manager do first to address this situation?

   • ADiscuss the issue in the next sprint review meeting
   • BTrain the team members on the organization's procedures
   • CAsk the organization to improve the internal procedures
   • DTry to remove the barriers and empower team members

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   Answer: D

   Explanation

   D. Try to remove the barriers and empower team members. Bard: "The project manager should first try to understand the specific barriers that are impeding the team's performance. Once the barriers are identified, the project manager can work with the team to remove them. This may involve changing the procedures, providing additional resources, or simply giving the team more autonomy."

   Source: Adapted from community discussion — SteAle

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9. Question 299 · 1401 in bank

   A project manager has been assigned to a new project. There is one team member who never says anything during meetings. After meetings, however, the team member sends detailed emails with very good suggestions that help with project execution. How should the project manager guide the team members?

   • ARemind the team members to follow the team charter.
   • BArrange a team-building activity to involve all team members.
   • CMotivate the team members to speak freely in the meeting.
   • DReview the communications management plan with the team members.

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   Answer: C

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10. Question 300 · 1401 in bank

    The project manager of a high-risk project is concerned about a delay in the schedule that might force the project to move its go-live date. What should the project manager do next?

    • ACapture the risk in the risk register and monitor it to prevent it from becoming an issue by taking the proper response action.
    • BRaise a change request to the change control board (CCB) to ask for funds to onboard new resources to expedite the project.
    • CEnsure that the project meets the committed time lines as this is the core objective and purpose of the project.
    • DAsk the sponsor to start a new project to support the existing project and help it meet the original time line.

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    Answer: A

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PMP practice, question 291. 1401 questions available.