PMP practice questions 711–720

1. Question 711 · 1401 in bank

   A project manager is reviewing a draft of the project charter with key stakeholders. During the meeting, a conflict occurs between the sponsor and the product owner. How should the project manager deal with the situation?

   • AContinue the meeting and ask the project sponsor and product owner to take their discussion offline.
   • BContinue the meeting and use facilitation techniques to improve communication within the team.
   • CPostpone the meeting and invite a subject matter expert (SME) to join the next meeting.
   • DPostpone the meeting and ask the project sponsor and product owner to take their discussion offline.

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   Answer: B

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2. Question 712 · 1401 in bank

   The project manager just started leading a project team from which the previous project manager resigned. After a quick evaluation of the project, it is apparent that team morale is low due to continuous disagreement about how to complete tasks. Tasks are taking longer than forecasted and the project is off schedule. What should the project manager do?

   • AConduct a meeting with the project team to discuss and address the sources of disagreement.
   • BCrash the project timeline to ensure the project is back on schedule.
   • CInform the stakeholders that the project will be delayed due to previous team management.
   • DIssue a change request to extend the project schedule based on identified delays.

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   Answer: A

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3. Question 713 · 1401 in bank

   In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review. What should the project lead do?

   • AWork with the product owner to change the priorities in the sprint backlog.
   • BWork with the product owner to inform the users that the feature is delayed.
   • CAsk the development manager to provide a replacement for a couple of days.
   • DAsk the developer to postpone the leave until the backlog item is delivered.

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   Answer: A

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4. Question 714 · 1401 in bank

   The deliverables of a project have been completed. However, the stakeholders did not approve the deliverables, because they did not cover the needs of the business. Which actions should the project manager have taken to avoid this situation?

   • ADefined the project management plan and ensured it met the project objectives and business needs.
   • BEnsured that the stakeholders participated in the daily meetings to confirm that the project was developing correctly.
   • CProvided and explained the sprint backlog at the beginning of the project to the stakeholders and project team.
   • DRequested that the team change the frequency of the deliverables in the development phase to obtain earlier feedback.

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   Answer: A

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5. Question 715 · 1401 in bank

   An organization is transitioning to agile delivery, and a new team has been assembled. A project is not going well because the variation of the team velocity is very high and every sprint delivers less than committed. A new project lead with a strong technical background has been assigned to the project. What should the project lead do?

   • AAsk that estimations be provided only by senior developers.
   • BRecommend a different estimation method in the retrospective.
   • CAllocate more time for estimation in the sprint planning.
   • DReview and update the estimations in the daily standup.

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   Answer: B

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6. Question 716 · 1401 in bank

   Companies A and B are codeveloping a cutting-edge technology product. Based on customer feedback, the marketing department urgently requests a new feature in 2 weeks. Company A's front end is ready, but company B requires 4 weeks to deliver the complete back end and is busy with the current release. What should the project manager do to obtain agreement from both companies and acceptance from marketing?

   • APlan the delivery of a minimum viable feature in 2 weeks to enable early showcasing of business value.
   • BStop the current release work for 4 weeks in order to work and deliver the new feature completely.
   • CCreate a special release 4 weeks after the current release to deliver the new feature in its entirety.
   • DAdd the new feature to the list for the next release and continue working on the current release.

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   Answer: A

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7. Question 717 · 1401 in bank

   A project team member just informed the project manager that the license for the software that the team uses to perform calculations has just expired. As a result, the team cannot continue with their project tasks. What should the project manager do first?

   • AIssue a formal complaint to the project sponsor claiming a lack of proper tools.
   • BAsk the team members to find an alternative way to perform calculations.
   • CAsk the team to fast-track the project and perform tasks that do not require calculations.
   • DMeet with the IT team to evaluate how fast the software license can be renewed.

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   Answer: D

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8. Question 718 · 1401 in bank

   A project manager has been assigned to deliver a challenging project on time and within budget. The project manager needs to empower the team members by removing organizational impediments and facilitating collaboration. What should the project manager do to lead the project?

   • AUse a servant leader approach.
   • BAct as the project owner.
   • CPerform the project sponsor activities.
   • DAssume the functional manager role.

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   Answer: A

   Explanation

   A. Use a servant leader approach. To empower team members and remove impediments, the project manager should use a servant leader approach. This leadership style focuses on serving the needs of the team members to enable them to perform at their best. By removing organizational impediments and facilitating collaboration, the project manager can empower the team members to take ownership of their work and make decisions that contribute to the success of the project. This approach helps build trust and respect among team members and leads to a more collaborative and productive working environment.

   Source: Adapted from community discussion — Alizade

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9. Question 719 · 1401 in bank

   During a monthly review meeting, a high-performing team member raised a concern about the quality feedback mechanism. The team member expressed that they are not able to deliver high-quality output. What should the project manager do first?

   • ARequest feedback from stakeholders about the quality delivery.
   • BAssign the work in consultation with the functional manager.
   • CDiscuss this with the team and review the quality process.
   • DAssign the work based on the skill sets of team members.

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   Answer: C

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10. Question 720 · 1401 in bank

    Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completing the coding. How should the project manager handle this situation and get the team to complete the task?

    • AContact the human resources (HR) department to tell them there is an argument in a public space and that they need to intervene immediately.
    • BEngage in the conversation in the public space by telling them the expectations of the feature and advise them to return to their workspace.
    • CListen to the argument from a nearby location to understand the situation, then offer insight into the features when the team is calm.
    • DBring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding.

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    Answer: D

    Explanation

    D. Bring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding

    Source: Adapted from community discussion — victory108

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PMP practice, question 711. 1401 questions available.