PMP practice questions 411–420

1. Question 411 · 1401 in bank

   A project manager has been assigned to a project that is consolidating regional operations into a global operation. The project sponsor explains that some efficiencies could be obtained from this unification. However, the sponsor is not sure if this effort will have a return on investment (ROI) and would like the project manager's opinion. What should the project manager do?

   • ARequest the project sponsor to include a commitment from the stakeholders to reduce costs within the project scope.
   • BSuggest conducting a detailed cost-benefit analysis for financial feasibility before the start of the project.
   • CRecommend conducting an initial high-level feasibility assessment to estimate the cost and benefits.
   • DExplain that the project manager is limited to demonstrating earned value (EV) from the project execution perspective.

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   Answer: B

   Explanation

   C. Recommend conducting an initial high-level feasibility assessment to estimate the cost and benefits. Before diving deeper or committing to a detailed analysis, conducting an initial high-level feasibility assessment allows for a quick evaluation of whether the project is likely to deliver value. This will give the project sponsor and stakeholders a preliminary idea of whether it's worth pursuing the effort further, particularly in terms of potential costs and benefits. Option B: Conducting a detailed cost-benefit analysis could be useful but is a more time-consuming step that should be considered after an initial high-level assessment suggests the project has potential.

   Source: Adapted from community discussion — Ngho

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2. Question 412 · 1401 in bank

   A product owner does not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner is not committed to the project. What should the project manager have done to avoid this situation?

   • ASet a definition of done (DoD) that considers the work as done if not otherwise specified
   • BAgreed with the product owner on appropriate project governance levels
   • CAsked another product owner to attend the demonstrations on behalf of the product owner
   • DDefined a set of external audits that can expose this situation to the project sponsor

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   Answer: B

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3. Question 413 · 1401 in bank

   An agile team has completed 9 out of 10 stories for the sprint. During the retrospective, a few team members pointed out that they finished all of their stories. However, one team member failed to finish a story. What should the agile leader do?

   • AEmphasize to the team that each member is responsible for their story, but the team is collectively responsible for finishing the sprint.
   • BSuggest that the team assign stories at the beginning of the sprint based on each person's strengths to maximize performance.
   • CWork with the product owner to remove the story from the sprint because the points cannot be split.
   • DAsk the team to address this at the next sprint planning instead of at the retrospective.

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   Answer: A

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4. Question 414 · 1401 in bank

   A newly assigned project manager is reviewing the project management plan and realizes that the project is running behind schedule. What should the new project manager do to address this situation?

   • ANegotiate with the project sponsor immediately and establish a new project charter.
   • BModify the project management plan and get approval from relevant stakeholders.
   • CIssue a change order to the change control board (CCB) and rebaseline the schedule.
   • DAdd more resources to recover the schedule without making changes to the baseline.

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   Answer: B

   Explanation

   Modifying the project management plan involves a thorough analysis of the current schedule, identifying the reasons for delays, and developing a realistic plan to get back on track. This ensures that any adjustments are based on a solid understanding of the project's needs and challenges. In addition, by getting approval from relevant stakeholders, the project manager ensures that all key parties are aware of the changes and are on board with the new plan. This helps maintain transparency and secures the necessary support for implementing the adjustments. Modifying the project management plan and seeking stakeholder approval aligns with good project governance practices. It ensures that changes are formally documented and authorized, maintaining the integrity of the project management process.

   Source: Adapted from community discussion — UppersquareCapital

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5. Question 415 · 1401 in bank

   A key business stakeholder sent emails to the developers with complaints based on the last few sprints. The developers forwarded the emails to the project manager but have not yet responded to the stakeholder. What should the project manager recommend to the developers?

   • AAnalyze and perform a root cause analysis (RCA).
   • BAdd the situation to the issue log.
   • CForward the emails to the product owner.
   • DSet up a team meeting to discuss a response.

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   Answer: D

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6. Question 416 · 1401 in bank

   A project manager is made aware that there are defects in the parts provided by a supplier, which are causing delays in the testing phase. The supplier claims that all parts have been delivered as per the contract. If the defects are not fixed by the supplier within one week, the product release will be impacted. What should the project manager do?

   • ARequest a cancellation of the procurement contract with the supplier and impose a penalty.
   • BReview the procurement contract and ask the supplier to negotiate a solution.
   • CEscalate this issue to senior management, as the supplier is not following the procurement contract.
   • DRequest a revision of the procurement contract to include specifications for the parts.

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   Answer: B

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7. Question 417 · 1401 in bank

   A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank's management directed the team not to have in-person daily standups. Various team members are complaining about this, slating that there is a lack of information sharing among the team. What should the project manager do?

   • ADelegate authority to the team members and ask them to submit weekly status reports instead.
   • BPostpone the daily standups and ask the team members to update the project manager daily via messaging.
   • CHold virtual daily standups each workday morning and use collaboration tools to manage project updates.
   • DAsk senior management for permission to hold in-person team meetings once each week.

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   Answer: C

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8. Question 418 · 1401 in bank

   A project manager finds that there are knowledge gaps in the project team relating to the core competencies required to deliver the desired results. What should the project manager do to achieve the desired results?

   • APlan to hire more experienced team members and lay off a few of the existing team members.
   • BCommunicate the situation to the customer and inform them about potential delays in delivery.
   • CReport the situation back to upper management and request to have the scope changed.
   • DCommunicate the situation to the team and plan for the necessary training and coaching arrangements.

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   Answer: D

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9. Question 419 · 1401 in bank

   DRAG DROP - A project manager is leading a project in which key performance indicators (KPIs) are measured through earned value management (EVM). Match each measurement on the left with the correct category on the right.

   

   This is an interactive task on the real exam — a drag-and-drop, hotspot or ordering question. There is nothing to select here, so the answer is shown below for reference.

   Show the answer figure

   Answer: See figure below

   

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10. Question 420 · 1401 in bank

    A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis. What should the project manager do?

    • AHelp the team member to perform the quantitative risk analysis through coaching, mentoring, and training
    • BEscalate the issue to the functional manager
    • CPerform the quantitative risk analysis for the team member
    • DContact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

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    Answer: A

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PMP practice, question 411. 1401 questions available.