PMP practice questions 651–660

1. Question 651 · 1401 in bank

   A project manager starts to receive emails from different stakeholders requesting information about the project status. What should the project manager do to avoid this in the future?

   • ASchedule weekly project status meetings with all stakeholders including the customer and internal resources.
   • BInclude the project stakeholders' needs while planning the project communications strategy.
   • CDesignate a team member to respond to the emails from these stakeholders.
   • DInclude the stakeholders' emails in all of the project status communications.

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   Answer: B

   Explanation

   By proactively identifying the communication needs and preferences of stakeholders and including them in the project communications plan, the project manager can ensure that stakeholders are informed about the project's progress and status in a timely and effective manner, thus reducing the likelihood of them having to reach out for information.

   Source: Adapted from community discussion — Alizade

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2. Question 652 · 1401 in bank

   A project manager is working as a servant leader for a pilot project to adopt agile practices. After three sprints, the team demos the product to the main stakeholders, but receives negative feedback about the product's features. The team feels that all the features met the acceptance criteria defined by the product owner and does not understand what went wrong. How should the project manager mitigate the product rejection?

   • AShare the product backlog for the main stakeholders to review in advance.
   • BEngage the main stakeholders in the upcoming sprint review sessions.
   • CCreate dedicated sprints to implement feature fixes for the rejected ones.
   • DAsk the project sponsor to evaluate the assignment of a new product owner.

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   Answer: B

   Explanation

   Even if answer (B) is technically right it doesn't really address the issue. The same situation will happen again unless the PO doesn't change the way of interacting with stakeholders to jointly refine the requirements.

   Source: Adapted from community discussion — arnibert

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3. Question 653 · 1401 in bank

   A project team has installed software for the client, passed the knowledge to operations, sent the final report, and celebrated. Then 1 week later, the client sends a list of requirements that have not been met. The client is requesting to fix the issues quickly and within the initial budget. What should the project manager have done to prevent this from happening?

   • AReviewed the acceptance criteria and obtained client approval.
   • BAllocated a risk budget for any post-release improvements.
   • CConducted a pilot to understand the client's performance parameters.
   • DEstablished meetings with the client throughout the project phases.

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   Answer: A

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4. Question 654 · 1401 in bank

   A project that is using an incremental approach has colocated team members and is using a kanban board to visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on hold until a status report is distributed. What should the project manager have done to avoid this situation?

   • AStored project documentation in a shared folder.
   • BOrganized monthly meetings with the external stakeholders.
   • CInvited all of the stakeholders to daily standup meetings.
   • DSent weekly status update reports to all of the stakeholders.

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   Answer: D

   Explanation

   The correct answer is D. Sent weekly status update reports to all of the stakeholders. To avoid the situation where a key external stakeholder requests that all project activities be placed on hold until a status report is distributed, the project manager should have communicated regularly with stakeholders by sending them weekly status update reports. This would have kept them informed about the project's progress and prevented them from feeling left out of the loop. While storing project documentation in a shared folder, organizing monthly meetings with external stakeholders, and inviting all stakeholders to daily standup meetings are all useful practices, they may not have been sufficient to address the specific issue in this scenario. By sending weekly status update reports, the project manager could have demonstrated that progress was being made on the project and minimized the risk of stakeholders feeling left in the dark or out of control.

   Source: Adapted from community discussion — JMCCRAY

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5. Question 655 · 1401 in bank

   A project manager has just been hired to lead a project team in a hybrid environment. The team is working on a group of critical projects. What should the project manager do to ensure the right environment and authority are in place to effectively deliver the projects?

   • ACreate a project steering committee aligned with existing organizational structures.
   • BDevelop a detailed project management plan to share with project resources.
   • CDevelop a detailed risk log and share it with all of the project stakeholders.
   • DAppoint a self-organizing project team that is not influenced by organizational factors.

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   Answer: A

   Explanation

   A. Create a project steering committee aligned with existing organizational structures. Creating a project steering committee helps establish a governance structure that aligns with existing organizational structures. This committee can provide guidance, decision-making authority, and oversight for the critical projects. It ensures that there is a clear chain of command and a mechanism for resolving issues at a higher level.

   Source: Adapted from community discussion — Psadon

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6. Question 656 · 1401 in bank

   A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor. This vendor just announced a delay in delivering a key component, which will impact the project schedule. What should the project manager do?

   • AAsk for expedited delivery of the component to mitigate the risk of schedule delays
   • BEnsure that relevant stakeholders and expectations are identified and assess the component delay
   • CPerform a detailed analysis of the release content for each component of the solution
   • DPropose a new design of the solution maw the external component with an internal one

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   Answer: B

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7. Question 657 · 1401 in bank

   A high-performing team is involved in a project with a new domain. The team is unable to deliver as expected. What should the project manager do?

   • ASupport the team in identifying the area of development and address the gap.
   • BDissolve the team and include the team members in other existing teams.
   • CIdentify the struggling team members and move them out of the team.
   • DSet up a clear expectation that the team is to deliver as in their previous projects.

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   Answer: A

   Explanation

   When a high-performing team is unable to deliver as expected, it is essential to identify the root cause of the issue and work with the team to address the gap. In this case, the team is working in a new domain, which can be challenging, even for high-performing teams. Therefore, the project manager should support the team in identifying the area of development that needs attention and provide appropriate resources and support to address the gap.

   Source: Adapted from community discussion — Alizade

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8. Question 658 · 1401 in bank

   During a project meeting, the project manager expressed the importance of delivering reports on time. These individual reports will be consolidated into a single report. One of the team member's reports was not delivered on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of teamwork and impacts project success. What should the project manager do to resolve this issue?

   • AAssign the task to someone else on the team.
   • BDiscuss it with the team member in confidence.
   • CDiscuss this matter during the project meeting.
   • DInclude this item in the risk register.

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   Answer: B

   Explanation

   This could be B. I don't think you want to publicly discuss an issue like this with the team around. It's better done in private.

   Source: Adapted from community discussion — [Removed]

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9. Question 659 · 1401 in bank

   A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed. What should the project manager do?

   • AMeet with the design manager to ask for the necessary approval.
   • BInvite a design team member to the next daily meeting.
   • CUpdate the issue log and escalate it to the project sponsor.
   • DReplace this iteration deliverable for one without any blockers.

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   Answer: A

   Explanation

   A. Meet with the design manager to ask for the necessary approval. This is correct, you can't ask a design colleague from a different department to join the daily just because of approval from their side. The daily is for the team

   Source: Adapted from community discussion — hardy007

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10. Question 660 · 1401 in bank

    A project manager has been assigned to lead an IT project to store information on sold lottery tickets. During the project execution, a failure in the system caused 10 numbers to be sold two times. This happened during the month of greatest demand because the prize was the highest of the year. The project team is concerned that one of those tickets could be the winner. What should the project manager do first?

    • AReassure the sponsor by explaining the probability of this risk materializing is extremely low.
    • BCarry out tests to verify that the system does not fail again due to the high occurrence of events.
    • CReview the list of risks to verify that this issue was considered and execute the detailed action plan.
    • DInform the sponsor about the issue and make a request for sufficient funds to be made available.

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    Answer: C

    Explanation

    C. Review the list of risks to verify that this issue was considered and execute the detailed action plan. In this situation, the project manager should first review the project's risk management plan and the list of identified risks to determine if this specific risk was previously considered. If it was, the project manager should check the detailed action plan associated with this risk. If there are already actions and mitigation strategies in place, the project manager should ensure that these actions are executed and that the issue is being addressed according to the established plan.

    Source: Adapted from community discussion — Only12go

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PMP practice, question 651. 1401 questions available.