PMP practice questions 771–780

1. Question 771 · 1401 in bank

   A project manager has been transferred to another country to work on a key project. The project manager successfully completed the planning phase and has started the execution phase, reporting good progress. During the last meeting with the project sponsor, the project manager was told that some stakeholders have complained that the project manager's emails are very harsh. What should the project manager do to solve this situation?

   • ADetermine the level of influence of the stakeholders who are complaining.
   • BChange the communication mode from emails to meetings to reduce stakeholders complaints.
   • CAdjust the communications management plan to gain stakeholder trust.
   • DExplain to the sponsor that the communication model being used is from company headquarters.

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   Answer: C

   Explanation

   I don't read anything about trust... they are complaining because the emails are harsh... Maybe talking face to face instead of writing will solve the issue

   Source: Adapted from community discussion — AP2023S

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2. Question 772 · 1401 in bank

   An organization is using a hybrid delivery approach for a business project. The product owner, the person who was also managing the project, was promoted to a more senior role. A new project lead has joined the project. Which artifact should the project lead use to ensure that the project benefits have been identified?

   • AStatement of work (SOW)
   • BBusiness case
   • CProduct backlog
   • DSolution architecture

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   Answer: B

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3. Question 773 · 1401 in bank

   When trying to track project benefits, a project manager realizes that some key performance indicators (KPIs) are not yet defined. What should the project manager do?

   • AForward the issue to the benefit owner and ask them to collect the missing data and build the KPIs.
   • BCoordinate with the benefit owner to track and collect the missing data and build the KPIs.
   • CWork with the business analysts to track and collect the missing data and build the KPIs.
   • DAsk the program manager to track and collect the missing data and work to build the KPIs.

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   Answer: B

   Explanation

   The project manager should B. Coordinate with the benefit owner to track and collect the missing data and build the KPIs. The benefit owner is typically the person who has the best understanding of the benefits and how they should be measured. By coordinating with them, the project manager can ensure that the KPIs accurately reflect the project’s intended benefits.

   Source: Adapted from community discussion — josephsafiran

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4. Question 774 · 1401 in bank

   A multiyear resource constraint project is midway through the execution phase. During a progress update meeting, it has been determined that there might be a schedule delay to deliver the project. The project manager has observed that all of the team members are working hard and lots of deliverables have already been completed. What should the project manager do immediately about this situation?

   • ARegister the schedule risk and present the new resources requirement to the change management board for schedule recovery.
   • BPrepare a monthly report by highlighting the completed deliverables and communicate the delay to management.
   • CAsk the project planner to identify the critical path and respective delayed activities, and then investigate the reasons for the delay.
   • DAsk the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the results to the team.

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   Answer: C

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5. Question 775 · 1401 in bank

   A project manager is assigned to work on a complex and innovative project. The technology being used and developed is new and complicated, and most of the stakeholders are unfamiliar with it. Which approach should the project manager use as a servant leader?

   • AEscalate the issue with upper management to find a novel solution for this situation.
   • BContact the project sponsor to get those stakeholders removed from the project.
   • CAllocate resources to provide training about the new technology to the stakeholders.
   • DAsk stakeholders to find and self-fund education about this new technology.

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   Answer: C

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6. Question 776 · 1401 in bank

   An organization embarking on a significant transformation initiated a project to improve and document business processes. One of the objectives of the project is to implement agile project delivery. What is the main reason for adopting agile?

   • AProjects will be completed faster, saving time and money.
   • BProjects will be delivered with very low risk to the organization.
   • CProjects will deliver early and use value based on priority.
   • DProjects will be delivered with significant cost savings.

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   Answer: C

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7. Question 777 · 1401 in bank

   A project is in the start-up phase of the project life cycle. The project team consists of 20 people from five different countries. The project team is scheduled to have quarterly face-to-face meetings. However, due to unforeseen circumstances, no face-to-face meetings can occur. The project manager is concerned that the team may not be able to fulfill their individual roles without face-to-face meetings. What should the project manager do in this situation?

   • AUtilize virtual teams for meetings and deliverables.
   • BUse the contingency reserve and subcontract the work.
   • CReview the risk register for this unforeseen circumstance.
   • DAsk for an extension of time on the project deliverables.

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   Answer: A

   Explanation

   Unforeseen circumstances are not part of the risk register, otherwise they would not be called UNforeseen circumstances. As a response to the unforeseen circumstance, which is an issue and not a theoretical risk anymore, an approriate response is virtual meetings

   Source: Adapted from community discussion — 6thEditionAndy

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8. Question 778 · 1401 in bank

   A company has appointed a supplier to deliver software and has assigned an internal project manager. The supplier states that no technical development or testing is required from the customer. The project manager would like to confirm this with all of the stakeholders. What should the internal project manager do first?

   • AHost an alignment session with stakeholders to formalize the project requirements.
   • BDevelop a user acceptance testing plan to ensure the quality of the deliverables.
   • CCommunicate to the supplier that customer testing is required.
   • DDistribute the project plan to all of the interested parties.

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   Answer: A

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9. Question 779 · 1401 in bank

   A key project stakeholder does not attend any of the project meetings and is providing false information that the project team is not delivering on time. What should the project manager do to address this situation?

   • AEmail the latest status report to the key stakeholder.
   • BDiscuss communication needs with the key stakeholder.
   • CCreate a new communication artifact for the key stakeholder.
   • DShare the meeting recordings with the key stakeholder.

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   Answer: B

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10. Question 780 · 1401 in bank

    A distributed project team has communication issues because of their collaboration tools. The team feels that efficiency could be improved by changing the collaboration platform. What should the project manager do?

    • AImplement the communication tools used by other project teams.
    • BEscalate the issue to the sponsor and ask them to decide.
    • CInform the project team to continue using the current tools.
    • DDiscuss this with the project team and select the appropriate tools.

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    Answer: D

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PMP practice, question 771. 1401 questions available.