PMP practice questions 571–580

1. Question 571 · 1401 in bank

   An organization is struggling to start an important project. The project manager has identified that the scope definition is the main item preventing the project from starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and very complex to define at this stage. What should the project manager do?

   • APropose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items.
   • BMaintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project.
   • CRecommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach.
   • DUpdate the risk register and escalate the issue to the project management office (PMO), requesting more resources be added to help define the project scope.

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   Answer: A

   Explanation

   Ans D: If we have to really make an argument about this - How many times do we really come across a scenario where a part of project is chosen to be in Predictive approach and a part on Agile. Its not going to happen in reality! And even if some requirements are known, who would go back to a Predictive approach. Nowhere it says that if requirements are clear, you cannot do Agile. The issue is part of the scope is not well defined, hard to grasp and complex. I would go with D where you update the Risk register, Escalate the issue to management and ask for resources to define the scope well. D is the right fit.

   Source: Adapted from community discussion — psvexam

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2. Question 572 · 1401 in bank

   A project is ending its fifth out of six iterations. During the iteration review, a customer adds a new regulatory feature that exceeds the capacity of the remaining iteration. What should the project lead do?

   • ARegister an issue and escalate it to the project sponsor.
   • BInvite the stakeholders to discuss a new prioritization.
   • CEstimate the impact and consult with the product owner.
   • DIncrease the team capacity to finish the project on time.

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   Answer: C

   Explanation

   C. Estimate the impact and consult with the product owner. The project lead should first estimate the impact of the new regulatory feature on the remaining iteration, taking into account factors such as time, resources, and cost. Then, they should consult with the product owner to discuss potential options such as extending the iteration, cutting other features, or delaying the regulatory feature to a later release. It's important to collaborate with the product owner to determine the best course of action that aligns with the project goals and priorities

   Source: Adapted from community discussion — JYKL88

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3. Question 573 · 1401 in bank

   Select 2

   A project manager at a large corporation has been assigned to oversee a customer experience project. Within the project, customer satisfaction is a big issue and there are many unresolved customer queries on a daily basis. The project manager has been informed that the customer service team is overwhelmed with these unresolved queries. Which two actions should the project manager take to correct this problem? (Choose two.)

   • AContact the customers in batches and inform them that the issues are being worked on currently.
   • BConfirm the issues truly exist by conducting a survey and other analyses that may detect the real issue.
   • CDeploy solutions that will track, prioritize, and resolve queries as soon as possible.
   • DAsk senior management to replace the customer service manager with a more qualified one.
   • ERequest that the customer service team prioritizes work on queries that are received this week.

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   Answer: BC

   Explanation

   Why to prioritize the queries received this week? What about other periods? First, a project manager needs to understand the problem and find out the root cause - "detect the real issue'. So, my vote goes to BC

   Source: Adapted from community discussion — SteAle

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4. Question 574 · 1401 in bank

   During the execution phase of a project, a new department has been created in the company. The manager of this department has requested to be involved in the regular project communications and reporting cycles. What should the project manager do?

   • AAsk the project team members to include the manager in all of their communications regarding this project.
   • BInform the manager that only stakeholders identified in the communications management plan should be involved.
   • CPerform a stakeholder analysis and update the communications management plan to reflect the new situation.
   • DSuggest the manager contact the steering committee and project management office (PMO) to be included.

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   Answer: C

   Explanation

   Since the creation of the new department represents a change in the project's stakeholder landscape, the project manager should perform a stakeholder analysis to identify the impact of the new department and determine the best approach for engaging with the new manager. Once the analysis is complete, the communications management plan can be updated to reflect any changes in stakeholder engagement. This will ensure that the project team communicates effectively with all stakeholders, including the manager of the new department.

   Source: Adapted from community discussion — Alizade

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5. Question 575 · 1401 in bank

   Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests. What should the project manager do next?

   • ARefer to the requirements traceability matrix.
   • BEscalate the change request to the project sponsor.
   • CRevise the project scope baseline.
   • DReview the approved project charter.

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   Answer: A

   Explanation

   When a customer claims that some deliverables have not been met close to the end of a project, the project manager should take the following steps: A. Refer to the requirements traceability matrix: The project manager should first review the project's requirements traceability matrix to confirm if the customer's claim is valid. The requirements traceability matrix shows the link between the project's requirements, project scope, and deliverables. By reviewing the matrix, the project manager can identify any missing deliverables or requirements that may have been overlooked.

   Source: Adapted from community discussion — JMCCRAY

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6. Question 576 · 1401 in bank

   A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product. What should the project manager do?

   • AUse the remaining time and resources to add additional scope to the project without spending the project budget.
   • BEnsure product quality by spending the remaining resources and time on additional quality checks for the product.
   • CAcknowledge the project closure criteria has been met and release the remaining budget and resources.
   • DObtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.

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   Answer: C

   Explanation

   The project manager should **acknowledge the project closure criteria has been met and release the remaining budget and resources** (Option C). Once the agreed-upon product requirements are met and the project is closing, it's important to follow the project closure process. This includes releasing the remaining budget and resources so they can be allocated to other projects. Adding additional functionality or conducting additional quality checks may not align with the original project scope and could lead to scope creep. It's important to stick to the agreed-upon project plan and scope, and any changes should go through the proper change control process.

   Source: Adapted from community discussion — josephsafiran

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7. Question 577 · 1401 in bank

   A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time. What should the project manager do to ensure success?

   • AAsk the customer to reduce the backlog to meet the launch date.
   • BIncrease the capacity of the team to deliver the completed backlog on time.
   • CAssist the team in defining a minimum viable product (MVP) by the launch date.
   • DSchedule a meeting with the stakeholders to review the contingency plan.

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   Answer: C

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8. Question 578 · 1401 in bank

   A team has just adopted an agile approach. During daily standup meetings, the team expressed concerns about task delays. The project leader worked with the product owner to get clarity on the features. The project leader asked the team to fast-track all product features to ensure delivery. Sprints are being completed but with either fewer features or low quality. What should the project leader have done to ensure success?

   • AAsked the team to create an impediment log and keep it updated for use in the next sprint planning
   • BDirected teams to possible solutions that help in removing the impediments and contribute to a timely delivery
   • CSuggested to the team to add impediments as work items in the product backlog to be fixed in the next sprints
   • DEmpowered the team to improve their processes, tools, and interactions to be more effective in delivery and removing impediments

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   Answer: D

   Explanation

   D. Empowered the team to improve their processes, tools, and interactions to be more effective in delivery and removing impediments

   Source: Adapted from community discussion — Ganzee

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9. Question 579 · 1401 in bank

   A project manager is reviewing the requirements of a large program. Which requirements should the project team prioritize to avoid getting fines?

   • ACertifying sustainable products
   • BEstablishing company processes
   • CComplying with new regulations
   • DDeveloping new product lines

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   Answer: C

   Explanation

   C. Complying with new regulations When reviewing requirements for a project, especially in the context of avoiding fines, the team should prioritize complying with new regulations. This is because failing to adhere to regulatory requirements can lead to legal consequences, including fines and penalties. While all the options might have their own importance, complying with new regulations takes precedence when considering potential financial and legal risks. Sustainable products (Option A), company processes (Option B), and developing new product lines (Option D) are valuable aspects to consider, but they might not carry the same immediate legal implications as failing to meet new regulatory requirements.

   Source: Adapted from community discussion — itvanthong87

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10. Question 580 · 1401 in bank

    An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only has a predictive background, started working at the company. In the first meeting with the project manager, the director demands a weekly project status report. What should the project manager do?

    • AInvite the director to attend the daily standup meetings.
    • BShare this with the team and ask them to develop reports for the director.
    • CIntroduce the agile aspect to the director and agree on a solution.
    • DExplain to the director that agile projects have live reports.

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    Answer: C

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PMP practice, question 571. 1401 questions available.