PMP practice questions 611–620

1. Question 611 · 1401 in bank

   A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements. What should the project manager do?

   • ARefer to the configuration management knowledge base for similar projects delivered in the past.
   • BArrange for a workshop with the customer to understand the business values expected from the outcomes.
   • CInclude a representative from the customer to work collaboratively with the team.
   • DAcknowledge that the current team needs improvement and hire more qualified team members.

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   Answer: B

   Explanation

   From ChatGPT: B. Arrange for a workshop with the customer to understand the business values expected from the outcomes. The project manager should arrange a workshop with the customer to clarify and understand their business values and requirements. This will help to ensure that the team is aligned with the customer's expectations and can reduce the number of change requests. Involving the customer in the process will also help to build trust and improve communication between the team and the customer. Referring to the configuration management knowledge base may provide some insights, but it may not address the specific concerns and issues of the current project. Including a representative from the customer to work collaboratively with the team can also be helpful, but it may not address the underlying issue of misaligned expectations. Acknowledging that the current team needs improvement and hiring more qualified team members may be premature without understanding the root cause of the issue.

   Source: Adapted from community discussion — YOLO28

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2. Question 612 · 1401 in bank

   A project team is using one of the visual management tools to identify dependencies. It was identified that domain knowledge from one team needs to be shared with another team to ensure the continuity of deliverables. What should the project manager do?

   • ARemove the dependency to eliminate the need for knowledge sharing.
   • BRedistribute the team members so knowledge is available in both teams.
   • CMerge both teams into one team so the knowledge is commonly available.
   • DRequest the respective teams to plan for knowledge-sharing sessions.

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   Answer: D

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3. Question 613 · 1401 in bank

   A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements. What should the project manager do first?

   • AAssemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted.
   • BDiscuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding.
   • CSchedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables.
   • DMeet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

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   Answer: B

   Explanation

   When team members' deliverables do not meet the requirements, it is essential to identify the root cause of the issue and work with the team to find a solution. In this case, discussing the process used to create the noncompliant deliverables with the project team can help the project manager identify potential misunderstandings and work with the team to address any gaps in their understanding of the requirements. This approach will help improve the team's overall performance, increase their engagement, and reduce the likelihood of similar issues occurring in the future.

   Source: Adapted from community discussion — Alizade

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4. Question 614 · 1401 in bank

   A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next?

   • ADetermine the impact of the risk and prioritize outcomes that do not affect the tax module.
   • BDelay developing the indirect tax module until the tax regulation comes into effect.
   • CAssess the impact of the risk with an expert and prioritize further outcomes with the client.
   • DAnalyze the impact of the risk and discuss with the team to determine how to separate the tax module.

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   Answer: C

   Explanation

   Change answer to C. C. Assess the impact of the risk with an expert and prioritize further outcomes with the client. The best course of action for the project manager is to assess the impact of the risk with an expert in indirect tax regulations and prioritize further outcomes with the client. This approach will help the project manager to understand the potential impact of the new regulation on the project outcomes and identify the most critical outcomes that need to be prioritized to mitigate the risk. By involving an expert in the assessment process, the project manager can also ensure that the analysis is accurate and reliable. Option D is not a suitable approach as it only considers analyzing the impact of the risk and discussing with the team to determine how to separate the tax module without involving an expert in the assessment process. This approach may lead to inaccurate or incomplete analysis, resulting in incorrect decisions and increased project risks.

   Source: Adapted from community discussion — Hung1

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5. Question 615 · 1401 in bank

   An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors. What should the project manager have done to prevent this from happening?

   • AEnsured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.
   • BEnsured the risk was adequately assessed and mitigated by the appropriate stakeholders.
   • CEnsured the stakeholder who was providing additional funds remained interested in the project.
   • DEnsured the project team monitored and reviewed the project risk register periodically.

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   Answer: B

   Explanation

   The project manager should have **B. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders**. This approach would have identified the potential delay in funding as a significant risk to the project. Once identified, the project manager could have worked with the stakeholders to develop a risk mitigation plan. This could have included securing additional funding sources, adjusting the project schedule, or developing a contingency plan in case the funding was delayed. This proactive approach to risk management could have prevented the suspension of work by the contractors.

   Source: Adapted from community discussion — josephsafiran

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6. Question 616 · 1401 in bank

   A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory. How should the project manager support their claim to the vendor?

   • AProvide the failed test results along with the agreed-upon acceptance criteria.
   • BShare unsuccessful results from previous projects with a similar scope.
   • CDocument in the risk log that the issues in the system were already identified.
   • DShow that the acceptance criteria were changed by the vendor without approval.

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   Answer: A

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7. Question 617 · 1401 in bank

   A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m. What should the project manager have done to prevent this situation?

   • ABroken down the situation to identify the root cause
   • BDetermined communication methods and channels
   • CAnalyzed the boundaries of the negotiations for agreement
   • DManaged and rectified the ground rule violations

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   Answer: C

   Explanation

   Organization may have core working hours as a policy for their employees. Everyone needs to be available for working in the core hour duration. Any exception is needed, that needs to be discussed/negotiated with concerned department or function.

   Source: Adapted from community discussion — rajeshtk

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8. Question 618 · 1401 in bank

   The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed-upon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation?

   • AEvaluate the communication needs to discover the gaps and adjust the original plan if needed.
   • BUse the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).
   • CReview the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder.
   • DProvide evidence to the project sponsor that the project is on track and the communications have been sent.

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   Answer: A

   Explanation

   For exam purposes, the answer is A which is to check to see if there are gaps in communication and adjust the original plan if need be. However, in real life, I'd be lying if I don't go ahead to show the project sponsor that all is well and good on my end as regards the communication plan and subtly chip in that the said stakeholder hasn't been attending meetings but oh well.....lol

   Source: Adapted from community discussion — Nmamma

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9. Question 619 · 1401 in bank

   A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints. How should the project manager handle this situation?

   • AEngage a counselor to reconcile the situation between the team members affected.
   • BControl backlog assignments and reduce direct communications between team members.
   • CRevisit the ground rules and team communication protocols, and discuss what is happening.
   • DRequire team members experiencing the conflicts to take a day off from work.

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   Answer: C

   Explanation

   Revisiting the ground rules and team communication protocols can help the team to identify the root causes of the conflicts and find ways to address them. The project manager can facilitate a discussion among team members to encourage them to express their concerns and opinions in a respectful and constructive way. By doing so, the team can work together to find solutions to the issues and regain their momentum to complete their sprints.

   Source: Adapted from community discussion — Alizade

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10. Question 620 · 1401 in bank

    The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line. What should the project manager do first?

    • AFormally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.
    • BEscalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.
    • CLead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.
    • DMeet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

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    Answer: D

    Explanation

    D. Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

    Source: Adapted from community discussion — Alizade

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PMP practice, question 611. 1401 questions available.