PMP practice questions 851–860

1. Question 851 · 1401 in bank

   After the project charter's approval, the project manager needs to work on detailed project requirements, constraints, and assumptions with stakeholders. However, not all of the stakeholders are immediately available for a meeting in the short term. What should the project manager do in order to gather the information needed from stakeholders?

   • AConduct a meeting to build the project management plan with the stakeholders who are available.
   • BEmail, call, or meet with each stakeholder separately to obtain their input.
   • CEscalate to the project sponsor that not all stakeholders are available for a meeting.
   • DMeet with the project management team to build the project management plan before consulting stakeholders.

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   Answer: B

   Explanation

   B. Email, call, or meet with each stakeholder separately to obtain their input. Since not all stakeholders are available for a meeting, the project manager should reach out to them individually to gather the necessary information. This could be done through emails, phone calls, or individual meetings. It is important to ensure that all stakeholders have an opportunity to provide input to ensure that the requirements, constraints, and assumptions are properly identified and documented.

   Source: Adapted from community discussion — Hung3102

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2. Question 852 · 1401 in bank

   A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk. The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action_ Which document should the project manager review with their team?

   • AQuality management plan
   • BCommunications management plan
   • CRisk management plan
   • DProcurement management plan

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   Answer: C

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3. Question 853 · 1401 in bank

   A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager's invitation to join the new project. What is the most likely reason for the engineer's refusal to work on the project?

   • AThe project manager did not follow the normal hiring process with the engineer's functional manager
   • BThe engineer has "project burnout" from working long hours and solving difficult problems
   • CThe engineer did not feel welcome or enjoy working with the other project team members
   • DThe project manager did not sufficiently support and recognize the engineer's professional growth

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   Answer: D

   Explanation

   Your summary caps it all, but the conclusion should reflect motivation. The junior engineer felt he needed to be appreciated more and was unwilling to accept the PM's invitation. The answer should be D.

   Source: Adapted from community discussion — Acumen88

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4. Question 854 · 1401 in bank

   A project manager is leading a cross-departmental project that involves many stakeholders. During the project, the project manager observes that the stakeholders are diverse and have different expectations about how the project should be handled. This leads to frequent confusion and misunderstandings among the stakeholders. What should the project manager do to integrate the diverse stakeholder groups?

   • ADevelop a joint quality policy for the project and seek a commitment by all of the departments.
   • BAnalyze the probability and impact of the risks linked with the situation and implement the proper response plan.
   • CHold separate meetings with the individual stakeholders and escalate their concerns to the project sponsor.
   • DAdvise the team members to focus on project work and avoid getting distracted by the stakeholders' disagreements.

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   Answer: A

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5. Question 855 · 1401 in bank

   A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success?

   • ARequest more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.
   • BReview the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.
   • CCreate a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.
   • DConduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

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   Answer: D

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6. Question 856 · 1401 in bank

   A project manager was informed by their supplier that there will be an upcoming raw material shortage due to a regulatory change. What should the project manager do?

   • ASeek advice from the legal department and implement penalties.
   • BSearch for a new supplier that can deliver the same materials on time.
   • CTell the supplier that they have an obligation to supply the raw material.
   • DAssess the possible impact of the raw material shortage on the project.

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   Answer: D

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7. Question 857 · 1401 in bank

   During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level. What should the project manager do next with this opportunity?

   • ANo more action is required.
   • BShare this opportunity with another project.
   • CFurther monitor the opportunity.
   • DEstablish a contingency reserve to support the opportunity.

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   Answer: C

   Explanation

   Since the opportunity is outside of the project scope, the project manager should not allocate any project resources to pursue it. However, the project manager should escalate the opportunity to a higher level to ensure that the organization is aware of the potential benefits. Therefore, the best option among the given choices is to further monitor the opportunity. This will enable the organization to evaluate the opportunity and determine if it is worth pursuing.

   Source: Adapted from community discussion — RevZig67

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8. Question 858 · 1401 in bank

   A key stakeholder is refusing to participate in a crucial project stage and disagrees with the project team's approach. This situation is affecting the project team's morale. What should the project manager do?

   • AAsk the project team to meet and document why the stakeholder's approach is incorrect.
   • BSchedule a meeting with the project team and the key stakeholder as soon as possible to discuss and agree on an approach.
   • CDiscuss the issue with the project team during a project status meeting and request that they change the approach.
   • DAsk the project sponsor to meet with the project team and key stakeholder to discuss the approach.

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   Answer: B

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9. Question 859 · 1401 in bank

   During a project's third iteration, two of the existing team members were replaced. As the project entered the next iteration, the team velocity dropped and the performance started to slip. What should the project manager do?

   • AGuide the team to revert back to the forming and storming stages.
   • BDiscuss the decrease in productivity with human resources (HR).
   • CConvene a team building event to address key performance indicators (KPIs).
   • DEscalate the issue to the project sponsor.

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   Answer: A

   Explanation

   Team underperformance is likely to be caused by a mix of factors, unique to each team. One of the main causes is the alteration of group dynamics after a member enters or leaves the team. A modified team acts as a newly formed team. To understand group dynamics, Bruce Tuckman (1965) proposed four stages of team development: forming, storming, norming, and performing.

   Source: Adapted from community discussion — kevzzz

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10. Question 860 · 1401 in bank

    A project manager is leading a project in an organization that has a functional structure. The project manager has been informed by the team that the tasks related to the purchase of services are taking too long, as the purchasing department has other priorities. What should the project manager do?

    • AAsk the project team to keep developing other tasks that do not depend on the purchase of services.
    • BMeet with the purchasing manager to find the source of the delays and agree on a purchasing schedule.
    • CRequest that the purchasing tasks be outsourced through an existing purchasing vendor.
    • DModify the project schedule to accommodate the delays in the purchase of services.

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    Answer: B

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PMP practice, question 851. 1401 questions available.