PMP practice questions 301–310

1. Question 301 · 1401 in bank

   A new privacy law will go into effect at the beginning of the next calendar year. The project manager realizes the project needs to be compliant with the new law. What should the project manager do next?

   • AInform the legal department that the project scope will be updated.
   • BInform the product owner that the project will continue as planned.
   • CInform the project steering committee of this constraint.
   • DInform the project team and create a spike for the next iteration.

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   Answer: C

   Explanation

   In this scenario, where a new privacy law will go into effect soon and the project needs to ensure compliance, the project manager should take appropriate steps to address this new constraint. According to PMI-PMP principles, the project manager should: C. Inform the project steering committee of this constraint. Here’s why this is the correct choice: Project Steering Committee: The steering committee is responsible for providing oversight and strategic direction to the project. Informing them about the new privacy law ensures that they are aware of the compliance requirement and can provide guidance on how to proceed. Strategic Decision-Making: Compliance with legal requirements often involves strategic decisions that may impact the project scope, schedule, or budget. The steering committee needs to be informed to make informed decisions on how to proceed.

   Source: Adapted from community discussion — LongNH2904

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2. Question 302 · 1401 in bank

   A key customer stakeholder asks the project team to include new tasks in the backlog and begin analyzing new requests. The customer expects results as soon as possible and pressures the team to attend noncritical meetings. The team is frustrated by this situation. How should the project manager approach this situation?

   • AWork with the team to receive customer directions and improve the process.
   • BAsk the customer to work with the product owner to prioritize all requests.
   • CCall for an internal team retrospective and create an improvement action plan.
   • DUnderstand the customer's perspective and provide mentoring on agile mindsets.

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   Answer: B

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3. Question 303 · 1401 in bank

   The operations director complains to the Chief Executive Officer (CEO) about the outcome of a project's first sprint. The operations department will not be able to support a new product due to poor performance indicators. The project team facilitator asks for feedback from the project team and is informed that performance information is available in the application server log. How should this complaint be addressed?

   • ARequest that the issue be included in the next board of directors meeting to explain all of the needs.
   • BAdd the complaint to the product backlog to be addressed in the next sprint.
   • CInvite a member of the operations team to be part of the validation and sprint meetings.
   • DAsk the operations director to define the acceptance criteria to make clear the delivery is correct.

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   Answer: C

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4. Question 304 · 1401 in bank

   Select 2

   A project manager is assigned to a yearlong project. Before the start of the design phase, a competitor announces that they will release a similar deliverable in 8 months, although with fewer features and functionality. Which two actions should the project manager take next? (Choose two.)

   • AModify the project management plan with an incremental approach.
   • BDiscuss and review this external risk with the project sponsor.
   • CUpdate the project artifacts to include this issue.
   • DEvaluate the impact of incremental deliverables.
   • EReduce the scope items of the final deliverable.

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   Answer: BD

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5. Question 305 · 1401 in bank

   A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway. Materials are not being delivered on time and this phase of construction is already behind for what was initially planned. What should the project manager do first to prevent the project from going further off track?

   • APropose a pause in this phase to save labor costs and asset depreciation.
   • BProceed with the project using management reserves to cover any delays or losses.
   • CEstablish new partnerships with other suppliers in anticipation of any delays.
   • DPerform a risk assessment and define a risk response action plan.

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   Answer: D

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6. Question 306 · 1401 in bank

   A project manager is managing the opening of a new office overseas. At the beginning of the project, possible delays due to legal permits are raised by one stakeholder. Subject matter experts (SMEs) reassessed the concern and suggested assigning more time for this permit, and the change control board (CCB) agrees. Which document should the project manager update first to document this change?

   • ASchedule baseline
   • BScope baseline
   • CRisk register
   • DCost baseline

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   Answer: C

   Explanation

   The initial concern raised by the stakeholder and the reassessment by SMEs both pertain to potential risks associated with legal permits. The risk register is the primary document where all identified risks, their assessments, and planned responses are recorded. Once the risk register is updated, subsequent documents such as the schedule baseline (if the mitigation affects the timeline) and potentially the cost baseline (if the additional time has cost implications) should also be updated accordingly. However, the first and foremost document to update in response to a reassessed and mitigated risk is the risk register.

   Source: Adapted from community discussion — UppersquareCapital

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7. Question 307 · 1401 in bank

   After a project team has been working on a project for several months, the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project. How should the project manager handle this situation?

   • AArchive the project artifacts on the project manager's local computer for future reference.
   • BDocument the project sponsor's instructions as the archived project artifacts.
   • CComply with the project sponsor's request to not archive the project artifacts.
   • DConsult with the project management office (PMO) for guidance on project artifacts.

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   Answer: D

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8. Question 308 · 1401 in bank

   A project manager is newly appointed to an ongoing project that will develop a new solution using an affiliate of the company. The deploying resources will come from another entity of the company. When asked to confirm the availability of the deploying team, the deploying manager declined. What should the project manager do first?

   • ARefer to the project's resource management plan.
   • BAsk the project sponsor for external resources.
   • CReschedule the project taking this new information into account.
   • DCreate a change request to be validated by the project sponsor.

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   Answer: A

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9. Question 309 · 1401 in bank

   A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments. What should the project manager do?

   • ASupport the team during the planning phase to only commit to what they are able to deliver
   • BRequest additional resources to continue delivering value while reducing team stress
   • CAsk individual team members to plan staggered leave to avoid becoming stressed
   • DHelp the team members by organizing regular stress-relieving and team- building sessions

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   Answer: A

   Explanation

   I don't believe that's correct. It's asking what can the project manager do "now", not what "should" have been done. At this point the they're already in the middle of the project, well past the planning phase, so the only thing the PM can do now, is to help reduce the stress. Answer = D

   Source: Adapted from community discussion — cwilson91

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10. Question 310 · 1401 in bank

    A project manager works for a company that has a reputation of delivering environmentally sustainable projects. During the half- yearly review of the project, the project manager raises serious concerns with the project sponsor regarding the project's viability and success. There are some stakeholders who oppose this project on the grounds of compromising land erosion. What should the project manager do?

    • ARequest additional resources from the business unit manager due to the project's complexity.
    • BCalculate float on the project because it has severely affected the project's major critical path.
    • CPropose to close the project because it no longer fits the business values of the organization.
    • DCalculate earned value (EV) because the project manager is forecasting a loss for this project in the yearly review.

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    Answer: C

    Explanation

    This is a strange one. I don't like any of the answers, and proposing to close a project is typically not something that's ever recommended for a PM. Weird.

    Source: Adapted from community discussion — d370e49

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PMP practice, question 301. 1401 questions available.