PMP practice questions 621–630

1. Question 621 · 1401 in bank

   A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job. What should the project manager do?

   • AMake arrangements with the resource's functional manager to relocate the team member to another existing project.
   • BSend a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract.
   • CInform the human resource (HR) manager of this situation and ensure this news does not spread.
   • DEngage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.

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   Answer: D

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2. Question 622 · 1401 in bank

   In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline to conclude the project. What should the project manager do first to meet the product leader's expectations?

   • AChange the project charter to indicate that the approach will be different.
   • BInform the product leader that they must wait until the end of the project.
   • CMeet with the software team to review the possibility of monthly milestone reviews.
   • DModify the project management plan to use an agile framework to incorporate milestones.

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   Answer: C

   Explanation

   Option C: Meet with the software team to review the possibility of monthly milestone reviews. This option can be a valid approach to address the product leader's request for milestone reviews. By discussing the possibility of conducting monthly milestone reviews with the software team, the project manager can gather insights on the team's capacity, progress tracking capabilities, and the feasibility of incorporating milestone reviews into the project plan. If the software team is confident in their ability to establish and track milestones, and it aligns with the project's overall approach, this option can be a suitable choice.

   Source: Adapted from community discussion — AbbasTaki

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3. Question 623 · 1401 in bank

   A team member who is working on a critical project deliverable reported that their computer is not working. The IT department says that due to a high workload, they will not be able to provide assistance for 1 week. How should the project manager address this situation?

   • AUse project reserves to buy new equipment to avoid an impact to the critical path of the project
   • BSchedule a meeting with the project sponsor to request a budget to buy or rent a new computer
   • CExplore options with the IT department to expedite the necessary repairs based on criticality of the project
   • DAsk the team member to find an innovative solution or workaround to overcome the issue and avoid project delays

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   Answer: C

   Explanation

   The IT department say they are busy for the next one week. The best option will be to work with them to see if other options can be explored. Note that in self organising teams, they try to figure out solutions for problems themselves before reporting to the project manager. The team member have surely already tried to resolve the problem himself and have been unsucessful. So the project manager can't reforward the problem back to the team member.

   Source: Adapted from community discussion — achacyrille

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4. Question 624 · 1401 in bank

   A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report. What should the project manager do next?

   • AEnsure the team follows standard operating procedures (SOP) for creating a stakeholder report.
   • BInstruct the team to make only a graphical representation of all the data for the report.
   • CInstruct the team to conduct a meeting with the stakeholders before finalizing the report.
   • DInstruct the team to analyze and interpret the data before including it in the report.

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   Answer: D

   Explanation

   in this scenario, while SOPs may provide a framework for report creation, the immediate focus should be on analyzing and interpreting the gathered data to ensure that the report effectively communicates the project's status and progress to stakeholders. Once the data has been analyzed and interpreted, the team can then follow SOPs to structure and format the report according to established guidelines.

   Source: Adapted from community discussion — madusankagd

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5. Question 625 · 1401 in bank

   A project manager received a request to add features and functions to the project after the scope had already been established. What should the project manager do?

   • AFollow the requirements management process.
   • BFollow the stakeholder engagement process.
   • CFollow the risk management process.
   • DFollow the change management process.

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   Answer: D

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6. Question 626 · 1401 in bank

   A project manager has expertise in the technical domain. The project manager frequently demonstrates unacceptable behavior toward other team members; however, when confronted, the project manager denies this behavior. What is the reason for the project manager's behavior?

   • AThe project manager lacks necessary empathy.
   • BThe project manager lacks emotional intelligence (EI).
   • CThe project manager was not properly trained.
   • DThe project manager is in the wrong project role.

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   Answer: B

   Explanation

   This answer is B. Incorrect training doesn't make you that way. Emotional Intelligence is something the PMBOK references pretty heavily here and there as well.

   Source: Adapted from community discussion — [Removed]

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7. Question 627 · 1401 in bank

   A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The human resource (HR) manager has conducted several exit interviews. Many team members have expressed that the project manager has inadequate relationship management competencies. The project manager explains that the exiting team members were lazy. What should the project manager do to prevent this high turnover rate from continuing?

   • AAvoid micromanaging the team, enforce stricter rules, and monitor employees.
   • BExplain to the recruiting manager that a project is temporary in nature, making it different than an operational environment.
   • CDevelop relationship skills as a leader and also develop the teams' emotional intelligence skills.
   • DBe more involved in the team member recruitment process to ensure qualified team members are chosen.

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   Answer: C

   Explanation

   C is answer. D.Being more involved in the team member recruitment process may not address the root cause of the high turnover rate. Simply hiring qualified team members may not solve the problem if there are underlying issues with how the project manager and team interact and work together.

   Source: Adapted from community discussion — Hung3102

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8. Question 628 · 1401 in bank

   An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment. What should the project manager do?

   • AAdvise the CTO about the possible impacts caused by the project.
   • BInfluence the product owner to review the engagement needed from other stakeholders.
   • CContinue building the backlog since they are functional requirements.
   • DReview the organizational process assets (OPAs) for historical information from similar projects.

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   Answer: B

   Explanation

   B. Influence the product owner to review the engagement needed from other stakeholders. In this situation, it's important for the project manager to encourage the product owner to review the engagement of relevant stakeholders, including the CTO, as necessary. While the CTO may not be directly involved in the project, their strategy and alignment with the project's functional requirements can have a significant impact on the project's success. The project manager should advocate for a more inclusive approach to stakeholder engagement to ensure that the project is aligned with the broader organizational strategy and goals.

   Source: Adapted from community discussion — Only12go

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9. Question 629 · 1401 in bank

   A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager. What should the project manager recommend that the CEO do first?

   • ACreate a framework to justify project execution.
   • BUtilize an agile approach for all upcoming projects.
   • CCreate a framework to support project success.
   • DUtilize a predictive approach for all upcoming projects.

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   Answer: C

   Explanation

   C is answer. As the CEO has no prior project experience, the first step for the project manager should be to recommend creating a framework to support project success. This framework should include project management best practices, such as defining project objectives, creating a project plan, identifying project stakeholders, defining project roles and responsibilities, setting up communication channels, and defining project metrics

   Source: Adapted from community discussion — Hung3102

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10. Question 630 · 1401 in bank

    Select 2

    A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two.)

    • AEncourage team members to cross-check decisions with the project manager.
    • BVet all of the decisions before execution.
    • CAllow team members to make limited decisions.
    • DOrganize and assign team members to tasks where they have strengths.
    • ESupport team members to make decisions in their areas of strength.

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    Answer: DE

    Explanation

    Organizing and assigning team members to tasks where they have strengths (option D) can enhance team performance by leveraging each team member's expertise and capabilities. This can help ensure that team members are working on tasks that they enjoy and excel at, leading to higher motivation, engagement, and productivity. Supporting team members to make decisions in their areas of strength (option E) can also enhance team performance by empowering team members to use their knowledge and expertise to make decisions that align with the project's objectives. This can lead to more effective decision-making, increased ownership, and accountability, and ultimately, better project outcomes.

    Source: Adapted from community discussion — Alizade

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PMP practice, question 621. 1401 questions available.