PMP practice questions 551–560

1. Question 551 · 1401 in bank

   A project is behind schedule because of a delayed equipment installation. This is affecting many other activities. The manager responsible for the equipment delivery notified the project manager that there is a capacity issue for the team doing the installation. What should the project manager have done to prevent this situation from happening?

   • ADefined the skill requirements more clearly in the scope statement.
   • BAsked the manager to follow the agreed-upon resource management plan.
   • CConducted periodic reviews with the manager on resource availability.
   • DConsulted with the installation team on a regular basis to check for conflicts.

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   Answer: C

   Explanation

   The correct answer is C. Conducted periodic reviews with the manager on resource availability. By conducting periodic reviews with the manager on resource availability, the project manager could have identified the capacity issue earlier and taken proactive measures to mitigate the risk of a delayed equipment installation. This could have included exploring alternative installation teams or adjusting the project schedule to account for the delay.

   Source: Adapted from community discussion — JMCCRAY

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2. Question 552 · 1401 in bank

   The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius is not extended by 1 km, to be aligned with the council's development plan. What should the project manager do?

   • ADelay the approval and ask the project sponsor for additional funding.
   • BContact the council and ask for their approval to extend the scope of the project.
   • CInitiate a new project and discuss the request because it came in too late.
   • DObtain formal acceptance for the completed work and submit a change request.

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   Answer: D

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3. Question 553 · 1401 in bank

   A company has started developing a new product. During execution the project team notices that another competitor has launched a product with very similar functionalities and a cheaper market price. What should have been done differently to avoid this scenario?

   • AA minimum viable product (MVP) should have been released to get feedback from the market.
   • BMore backlog refinement meetings should have been scheduled.
   • CThe Kanban method should have been utilized to optimize the work in progress (WIP).
   • DAn iterative life cycle approach should have been adopted.

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   Answer: A

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4. Question 554 · 1401 in bank

   An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses. Which project management approach should the project manager select for this project?

   • AHybrid
   • BIncremental
   • CAgile
   • DPhased

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   Answer: A

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5. Question 555 · 1401 in bank

   A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager use to manage these risks using an agile approach?

   • ADevelop an agile risk matrix to track, assess, and evaluate the uncertainty of the project.
   • BImplement a scrum risk retrospective to analyze the risks at the end of the project.
   • CAssign an agile risk manager to better understand and track the project risks.
   • DEvaluate the risks constantly and reprioritize work as the project progresses.

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   Answer: D

   Explanation

   Ok D is answer. Option A (Developing an agile risk matrix) may be helpful, but it is not specific to an agile approach and may not be suitable for managing risks in an innovative project

   Source: Adapted from community discussion — Hung3102

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6. Question 556 · 1401 in bank

   A project manager is assigned to a critical software development project. The team is using a hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000. What should the project manager do?

   • AFast track the project
   • BAdjust the budget
   • CIntroduce a float
   • DAdjust the project time line

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   Answer: A

   Explanation

   Project is behind schedule so this question considers techniques to compress project schedule which is either Fast Tracking (increases risks) or Crashing (increases cost). D could be an option, however timeline adjustment must go through Change Control. Another point, the question mentions "critical project", it might (not explicitly though) mean a tight deadline. There is no mentioning or factors not to use Fast Track.

   Source: Adapted from community discussion — Tuanit

   References

   • pmi.org documentation

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7. Question 557 · 1401 in bank

   A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project manager realizes that a significant regulatory feature is missing in the project backlog. What should the project manager do?

   • AAsk the product owner to add the missing feature in the backlog.
   • BInvite stakeholders to discuss the impact of adding the regulatory feature.
   • CEstimate the related cost and ask for a project extension.
   • DIncrease the capacity of the team to include the missed feature.

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   Answer: A

   Explanation

   The feature has been missed from project backlog. PO is responsible for maintaining project backlog. So, PM must discuss with PO.

   Source: Adapted from community discussion — Tuanit

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8. Question 558 · 1401 in bank

   A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other. This will impact the amount of time the project managers will be able to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of their complexity. What should the project manager do as a servant leader to help achieve this transformation?

   • AReview the organizational process assets (OPAs) to evaluate mitigation plans for similar risks.
   • BCreate a risk entry regarding the project manager's capacity and develop a mitigation plan.
   • CEmpower the team to develop the necessary skills to move the project forward independently.
   • DIssue a change request to hire additional project managers based on the increased workload.

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   Answer: C

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9. Question 559 · 1401 in bank

   A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet business goals for the year end, which is due in 6 months. What should the project manager do to align stakeholders' needs and expectations?

   • AWork with the stakeholders to create a prioritized backlog and release a roadmap.
   • BModify the requirements to those that can be completed in 6 months.
   • CImplement fast-tracking and crashing activities to complete the project in 6 months.
   • DInclude all stakeholders in daily scrum meetings to keep them informed.

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   Answer: A

   Explanation

   C is not correct because fast-tracking and crashing are techniques used in traditional project management to shorten the schedule by overlapping or adding resources to critical path activities. These techniques may increase the risk and cost of the project and are not suitable for agile projects that value flexibility and collaboration over fixed scope and schedule.

   Source: Adapted from community discussion — wzjh2008

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10. Question 560 · 1401 in bank

    A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data. What should the project manager do first?

    • AMeet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment.
    • BRecord this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation.
    • CMeet with the team members and request they conduct a review of the case by providing feedback as lessons learned.
    • DInvite a consultant to review the process in order not to repeat the same issue and share the results with the team.

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    Answer: A

    Explanation

    It should be A, even moreso because it asks what should you do FIRST. You typically never hire a consultant as the first option, you almost always meet/investigate/etc.

    Source: Adapted from community discussion — [Removed]

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PMP practice, question 551. 1401 questions available.