PMP practice questions 801–810

1. Question 801 · 1401 in bank

   A project manager is leading an electrical project that spans five towns. The project manager is informed by the team that one of the towns is not allowing the team to work there even though the town was included in stakeholder engagements before the start of the project. What should the project manager do?

   • AEngage with the town's authorities to discuss the reason for the change in commitment and agree on a solution.
   • BInstruct the team to move to the next town and continue the project to avoid further delays.
   • CChange the project scope and seek approval to exclude this town from the overall project.
   • DRetrieve all minutes of stakeholder engagements and send to the town as a reminder of their commitment to the project.

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   Answer: A

   Explanation

   The best course of action for the project manager in this situation would be option A: Engage with the town's authorities to discuss the reason for the change in commitment and agree on a solution. Engaging with the town's authorities can help the project manager understand why the town is not allowing the team to work there and find a solution that is acceptable to both parties. It is possible that there has been a change in the town's circumstances that has led to the change in commitment, and this needs to be understood and addressed.

   Source: Adapted from community discussion — Alizade

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2. Question 802 · 1401 in bank

   A project team member is sick and will not be able to return to the project for a few weeks. During the daily meeting, the team shares their concerns as the sick team member was the only one skilled in the component they were developing. What should the project manager have done to prevent this?

   • AFacilitated cross-functional knowledge transfer during the project.
   • BAcquired more than one resource skilled in each component.
   • COutsourced development of the specific component to another team.
   • DRequested robust documentation for the component's build.

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   Answer: A

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3. Question 803 · 1401 in bank

   A government agency is developing a new connectivity policy. The assigned project manager is a famous economist with international recognition. The team is eager to work with the project manager, but feels intimidated. The project manager realizes that a junior economist, whose tasks are behind schedule, is especially intimidated by the situation. What should the project manager do first?

   • AConsider organizing paired work sessions for the junior and senior economists.
   • BReassign some of the junior economist's tasks to other economists.
   • CEvaluate the performance of the junior economist in the upcoming months.
   • DRequest to replace the junior economist with a more experienced economist.

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   Answer: A

   Explanation

   Because Junior tasks are already behind the schedule and its not good to wait until the performance is evaluated. Immediate acction is to pair up with seniors

   Source: Adapted from community discussion — sweety433

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4. Question 804 · 1401 in bank

   A key stakeholder who is highly involved in the project claims that the reports sent by the project team are inadequate. What should the project manager do first?

   • AExplain to the stakeholder that these are the approved templates for the reports.
   • BAsk the project team to review and modify all of these reports.
   • CEnsure that the reports comply with the communications management plan.
   • DAsk the sponsor to meet with the stakeholder to diffuse the situation with the reports.

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   Answer: C

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5. Question 805 · 1401 in bank

   A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications. What should the project manager do in this situation?

   • AInform the project sponsor of the stakeholder's dissatisfaction.
   • BReview the requirements traceability matrix and conduct inspections.
   • CDocument the issue in the issue log and send a report to management.
   • DNotify the stakeholder that arbitration procedures will be followed.

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   Answer: B

   Explanation

   Once the project manager has reviewed the traceability matrix and conducted inspections, they can better understand whether there are valid concerns about the deliverables' quality. Depending on the findings, further actions can be taken, such as initiating corrective actions, addressing any discrepancies, or engaging in discussions with the stakeholder to resolve their concerns. Additionally, documenting these findings and actions in the issue log is a good practice to maintain transparency and accountability.

   Source: Adapted from community discussion — Only12go

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6. Question 806 · 1401 in bank

   A company's key product is evolving and requires the use of a new technology. No one on the team is familiar with this technology; however, experienced developers on the team volunteered to study the concepts and application and believe they will be able to take full responsibility for the new technology. What should the project manager do?

   • AOutsource the technology work to a third party so as not to delay work.
   • BDescope this requirement as the developers have more important tasks.
   • CHire externally since the internal developers already have assigned work.
   • DSupport the developers with their intention to learn the new technology.

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   Answer: D

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7. Question 807 · 1401 in bank

   A team is finishing the third release to present to the stakeholder as part of a demonstration. The company that subcontracts the developers has communicated that there is a cash flow problem and the company will not be able to provide the same resources for the next iterations. What should the project manager do next?

   • AAnalyze the impact against the release plan if the blocker is not addressed.
   • BCreate a risk register to track the risks and request additional budget.
   • CEscalate the situation to the project sponsor for a possible resolution.
   • DWork with the project owner to prioritize the product backlog.

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   Answer: A

   Explanation

   The project manager should choose option A, Analyze the impact against the release plan if the blocker is not addressed. This is because the team is finishing the third release to present to stakeholders as part of a demonstration, but the company that subcontracts the developers has communicated that there is a cash flow problem and will not be able to provide the same resources for the next iterations. Therefore, it is important for the project manager to analyze the impact of this blocker on the release plan if it is not addressed.

   Source: Adapted from community discussion — JMCCRAY

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8. Question 808 · 1401 in bank

   Contract terms used during the tender phase for a new power-generation facility must be revised before signing with the successful bidder because the terms of the tender have been amended to accommodate the new financial regulations on company tax. Which approach should the project manager take to implement this amendment?

   • ASign the contract as per the original terms but allow the successful bidder to submit a new contract price.
   • BDiscuss the new terms with the successful bidder to assess its impact on the contract price.
   • CRetender the entire scope because the terms of the contract have changed significantly.
   • DAmend the contract terms and sign a revised contract with the successful bidder.

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   Answer: B

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9. Question 809 · 1401 in bank

   A controller proposed a budget reduction for projects because the majority of implemented solutions resulted in little returns on investment (ROI) or operational improvements. The project manager objected and presented project assets showing all solutions having been demonstrated, accepted, and delivered within the relevant framework constraints. The project manager suggested that the issues may stem from the project evaluation and selection processes. What was the project manager demonstrating?

   • AMultiple stages of development that members may go through toward working formations
   • BCause-and-effect identification in root cause analysis toward achieving project value
   • CStrategic negotiation techniques in determining budget priorities in future sessions
   • DRisk management in addressing impediments, obstacles, and blockers to project success

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   Answer: B

   Explanation

   The project manager was demonstrating a focus on the project evaluation and selection processes, suggesting that the issues with low ROI or operational improvements may have been caused by flaws in the decision-making process rather than the solutions themselves. Therefore, the correct answer is B. Cause-and-effect identification in root cause analysis toward achieving project value. The project manager is attempting to identify the root cause of the problem to address it properly and improve the overall effectiveness of future project evaluation and selection processes.

   Source: Adapted from community discussion — Hungdv

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10. Question 810 · 1401 in bank

    A project manager is managing an agile project for the first time. Early on, the project manager discovers the team is struggling to agree on the scope of a feature during a sprint. How should the project manager help the team resolve the issue?

    • ADirect the senior-most member to determine the scope on behalf of the team.
    • BEncourage the team to collaborate to resolve their understanding of the feature.
    • CAsk the team to log the story in the product backlog and move on to the next feature.
    • DDiscuss this with the team and decide what the scope of the feature should be

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    Answer: B

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PMP practice, question 801. 1401 questions available.