PMP practice questions 311–320

1. Question 311 · 1401 in bank

   A project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. How should the project manager plan and deliver this project?

   • APlan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally.
   • BPlan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project.
   • CAgree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project.
   • DSelect an agile approach and manage the project according to best practices to ensure value is delivered to the client.

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   Answer: A

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2. Question 312 · 1401 in bank

   An organization is producing a product using a hybrid approach with several phases. Some of the phases are planned to be executed in predictive and some in agile. During the agile phase, the project manager notices that the team members sometimes unknowingly work on the same task. What should the project manager do?

   • ACommunicate the task assignments to the team members in a clear manner.
   • BConfirm that the agile coach has made the task assignments clear.
   • CVerify that the team members have made the task assignments clear.
   • DVerify that the product owner has made the task assignments clear.

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   Answer: C

   Explanation

   This approach encourages the team to take responsibility for their tasks and improves communication within the team, which is a fundamental aspect of agile practices. On the other hand, The product owner is responsible for the product backlog and ensuring the team works on the right tasks to deliver value, but they typically do not assign tasks directly to team members.

   Source: Adapted from community discussion — UppersquareCapital

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3. Question 313 · 1401 in bank

   A project manager created a contingency plan associated with a risk. The risk was realized, but the client insists on using a new workaround instead. The requested workaround will introduce delays and require additional budget. What should the project manager do?

   • ARequest to use the management reserve to keep the schedule.
   • BDiscuss the options with the client as part of the change control process.
   • CProceed with the approved risk response plan.
   • DMitigate risks associated with the workaround to avoid project delays.

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   Answer: B

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4. Question 314 · 1401 in bank

   A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints. This request does not match the project manager's expectation, since a program manager is overseeing the remaining work. How should the project manager approach the situation?

   • ASchedule a meeting to discuss the different perspectives and agree on a decision.
   • BPolitely inform the program manager that attending these meetings is no longer required.
   • CProvide an answer via email recommending a division of tasks between both roles.
   • DAttend only the program meetings where the market launch is being monitored.

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   Answer: A

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5. Question 315 · 1401 in bank

   During the execution phase of a healthcare IT project, the project manager finds one stakeholder is very difficult to communicate with and obtain feedback from on project deliverables. What should the project manager do?

   • AShare a template with the stakeholder to receive feedback on deliverables.
   • BUse networking skills to approach the stakeholder.
   • CAsk the project sponsor to arrange a meeting with the stakeholder.
   • DUpdate the stakeholder engagement plan for the stakeholder.

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   Answer: B

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6. Question 316 · 1401 in bank

   In an agile project that is about 45% complete, most team members are siloed and lack an understanding of each other's work. What would have most likely caused this communication breakdown?

   • AThe daily standup meetings were not consistently attended.
   • BThe weekly project status reports were not published regularly.
   • CThe sprint review meetings were not held regularly.
   • DThe project manager failed to develop a communications management plan.

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   Answer: A

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7. Question 317 · 1401 in bank

   A project manager is leading a project that is at 90% completion. One of the key stakeholders requests a certification program to be included as part of the project. Another stakeholder disagrees and informs the project team that there should be no change to the project management plan since the project is nearing completion. What should the project manager do?

   • ARaise a change request to the change control board (CCB) and inform the project sponsor about the change.
   • BUpdate the project management plan and adjust the project budget with this change request.
   • CAsk the key stakeholder to take the lead in handling the request since they are more knowledgeable.
   • DRequest a meeting with the stakeholders and their team members to inform them about this change.

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   Answer: A

   Explanation

   How come A? isnt that first it needs to discussed with the team members to get collaborative decision and then raise a change request? in this question D is more suitable

   Source: Adapted from community discussion — ompk

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8. Question 318 · 1401 in bank

   In a product development project, the project manager is constantly receiving complaints from stakeholders about functionalities being delivered, but not required by the business departments. The project sponsor wants to know if the project resources are being used effectively. What should the project manager have done to avoid delivering work that is not adding value to the business?

   • AAsk the stakeholders to document their complaints in change requests.
   • BDefine a product scope and ask the stakeholders to not deviate from it.
   • CEncourage the product owner to meet with the stakeholders and create a product backlog based on their needs.
   • DDocument the stakeholders' needs, review them during the retrospective, and create improvement plans.

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   Answer: C

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9. Question 319 · 1401 in bank

   The project leader for an agile team has discovered that a certain team member has been struggling with an impediment that is hindering the team's progress. The project is now at risk of completing later than expected. What should the project leader do?

   • AEscalate the impediment and associated risks to the business sponsor.
   • BIdentify the impediment and associated risks at the daily standup.
   • CReport the impediment to the functional manager.
   • DIdentify the impediment during the retrospective.

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   Answer: B

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10. Question 320 · 1401 in bank

    A project manager received the project charter for a new product. The project is expected to have two main deliveries: the hardware part that has detailed specifications already defined, including a sample machine, and the user interface software that has only a basic specification and a requirement for a user experience design approach. Which project management approach should the project manager use?

    • AThe software development has a high uncertainty level, so an agile approach is recommended for the project.
    • BA hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries.
    • CThe deliverables are significantly different, so the project should be split into two projects that are driven by a program.
    • DThe scope is well defined; therefore, a predictive approach is straightforward and the hardware and software can by synchronized on the gates.

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    Answer: B

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PMP practice, question 311. 1401 questions available.