PMP practice questions 581–590

1. Question 581 · 1401 in bank

   Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained. How should the project manager communicate with the customer to help assure them that the project has produced quality products?

   • AShow the customer the tolerance and control limits.
   • BShow the customer sample results from the current batch.
   • CShow the customer a sample history of quality.
   • DShow the customer the quality control measurements.

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   Answer: D

   Explanation

   This is a case of dispute; the customer already got the product but contesting that several components are below the agreed quality standard. The response is to show the customer the quality control measurements. D.

   Source: Adapted from community discussion — Acumen88

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2. Question 582 · 1401 in bank

   A company is working on a project to develop an integration of their existing systems. There are known issues in production. What should the project manager do?

   • AIdentify and remove impediments and mitigate the risks.
   • BEnsure the product owner reviews requirements with the team.
   • CInclude acceptance criteria in the definition of done (DoD).
   • DReview the quality control processes and procedures.

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   Answer: A

   Explanation

   Question says" Known issues". Known issues are nothing but " Risks". An unknown or unidentified risks if it occurs is called an issue. Moreover there are production issues, that may not be necessarily quality issues. Content of the question nowhere states that there is issue with quality per se. So option A is the best fit...

   Source: Adapted from community discussion — Sumit182

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3. Question 583 · 1401 in bank

   A company changed the product owner on an existing project. The new product owner has less knowledge of the product than everybody else on the team. Due to the product owner's lack of knowledge, the team does not consider the opinions of the product owner seriously and mostly relies on the project manager's opinion. What should the project manager do?

   • AWork with the project management office (PMO) manager to generate an onboarding plan for the new product owner.
   • BSchedule time to share insights with the new product owner about the product and project information.
   • CAssume the role of the product owner while the product owner gets familiar with the product.
   • DOrganize a team-building activity and ask the team to respect the opinions of the new product owner.

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   Answer: B

   Explanation

   B is a much better answer. Chances are, the PMO would already have onboarding procedures (if it exists, the question usually has to mention the PMO's existence) And onboarding procedures don't always include familiarity with what you're doing (think orientation vs the actual job duties). In that case, you'd basically be explaining to the PMO that they need to have you explain to them to explain to the new product owner, that seems convoluted, so its better if you bring him onboard yourself. In general, you want to handle things through meetings and at the lowest possible levels, by escalating it to a PMO and basically saying "This guy doesn't know enough about what he's doing", you could also be setting yourself up for future conflict with that person, and others may also misinterpret it as incompetence.

   Source: Adapted from community discussion — [Removed]

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4. Question 584 · 1401 in bank

   A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are not part of the project team. What should the project manager do first in this situation?

   • AReport the issue to higher management and seek their direct involvement to complete the job from the contract department.
   • BArrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project.
   • CArrange several meetings with the contract department and ask them to contract the project as it is critical for project success.
   • DCommunicate with the contract manager to commit a budget for the resources required for project execution.

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   Answer: B

   Explanation

   The correct answer is B. Arrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project.

   Source: Adapted from community discussion — AbbasTaki

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5. Question 585 · 1401 in bank

   A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers. What should the project manager do?

   • ARequest an additional resource to assist in solving all of the impediments listed by the team.
   • BDetermine and agree when a situation becomes an impediment to be solved by the scrum master.
   • CRequest the team review and prioritize the open impediments to resolve all of them as soon as possible.
   • DPush back, explaining that a self-organized team should address all of the problems to get the work done.

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   Answer: B

   Explanation

   The correct answer is B. Determine and agree when a situation becomes an impediment to be solved by the scrum master. As per the Scrum framework, the Scrum Master is responsible for removing impediments that may prevent the team from achieving their sprint goals. The team has raised a concern that the Scrum Master did not remove impediments that delayed their work during the last sprint. In this scenario, the project manager should work with the team and the Scrum Master to determine and agree on what constitutes an impediment that the Scrum Master should address.

   Source: Adapted from community discussion — JMCCRAY

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6. Question 586 · 1401 in bank

   A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep. Which action should the project manager take to control the scope?

   • AEnsure that all key stakeholders agree to the project deliverables and there will be no need for changes.
   • BAccept only those changes to requirements that provide additional value to the project.
   • CReject all changes that will increase the budget or increase the time line of the project.
   • DAccept only those changes that are approved by the change control board (CCB) prior to being implemented.

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   Answer: D

   Explanation

   Mainly because of that last part, where it says there'll be no changes afterward. Almost every project never goes 100% according to plan, you may have a vendor screw up, lose key employees, basically all types of environmental factors could affect your project, so in many cases, change is needed. Scope creep is them adding to the original vision, and that is easily mitigated with a change control process.

   Source: Adapted from community discussion — [Removed]

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7. Question 587 · 1401 in bank

   During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this could be a high risk for the project. Which action should the project manager take?

   • AFacilitate a supportive level of engagement for this stakeholder.
   • BAsk the project sponsor for advice as it might be possible to work with another stakeholder.
   • CPerform a qualitative risk analysis using a probability and impact matrix.
   • DEnsure the key information is accurate and monitor the situation as the project progresses.

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   Answer: A

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8. Question 588 · 1401 in bank

   A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week. What should the project manager do to prepare for the audit?

   • AReserve story points for the next iteration if needed.
   • BReview the project information.
   • CAsk the development team to provide compliance information.
   • DAsk for a waiver during the audit.

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   Answer: B

   Explanation

   The best option for preparing for an audit is to review all relevant project information to ensure that everything is in order and that the project manager is well-informed about all aspects of the project. This helps the project manager to answer any questions the auditors might have and to demonstrate that the project is being managed effectively.

   Source: Adapted from community discussion — Only12go

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9. Question 589 · 1401 in bank

   A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository. What should the project manager do to address this issue?

   • AAssign a team member to manage project artifacts.
   • BAudit the effectiveness of the management of project artifacts.
   • CImprove email communication protocols to manage project artifacts.
   • DInvestigate new software tools used to manage project artifacts.

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   Answer: B

   Explanation

   The PM should assess the effectiveness of the established communication procedures, including how the project information & artefacts are managed.

   Source: Adapted from community discussion — SteAle

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10. Question 590 · 1401 in bank

    During the lessons learned workshop, one stakeholder mentioned that the project was unsuccessful as it did not deliver the expected business value. What should the project manager do to address this concern?

    • AReview the project management plan tasks with the stakeholders.
    • BReview the business benefits realization plan with the stakeholders.
    • CReview the project management plan budget with the stakeholders.
    • DReview the communications management plan with the stakeholders.

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    Answer: B

    Explanation

    "BENEFITS REALIZATION PLAN: A document outlining the activities necessary for achieving the planned benefits. It identifies a timeline and the tools and resources necessary to ensure the benefits are fully realized over time...."

    Source: Adapted from community discussion — thetailwind

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PMP practice, question 581. 1401 questions available.