PMP practice questions 881–890

1. Question 881 · 1401 in bank

   During the service procurement process for a strategic project, only one bidder submitted a bid. The price of the offer is significantly large and the project sponsor is not I convinced that the return on investment (ROI) can be achieved. How should the project manager address this issue?

   • AAnalyze the bounds of negotiations for project agreements.
   • BRe-visit the project charter and seek other alternatives.
   • CSpeak with the CEO and ask for their support to approve the offer.
   • DProceed and issue the purchase order as this project is important.

   Show answer

   Answer: B

   Next question

2. Question 882 · 1401 in bank

   A project manager is leading a project that is in an advanced stage. All high-level risks identified in the risk management plan have been resolved or are no longer a risk for the project. Only low-level risks remain. What should the project manager do now?

   • AReclassify low-level risks as high-level risks.
   • BNotify stakeholders that all high-level risks have been resolved.
   • CReduce the priority of project risks as all remaining risks are low-level.
   • DReevaluate identified risks and update the risk register.

   Show answer

   Answer: D

   Explanation

   D. Reevaluate identified risks and update the risk register. - no risks should be left out, even the low-priority ones. Plus, some of these risks might have changed, so defo worths reevaluting them

   Source: Adapted from community discussion — SteAle

   Next question

3. Question 883 · 1401 in bank

   A project manager leads a project that implements a new process throughout the organization. The rollout is done in stages and the project manager planned a demonstration for the pilot business units. A manager from a business unit that is scheduled for a later date asks to be invited to the sprint review. What should the project manager do?

   • ARefer the sprint review request to the project sponsor.
   • BAsk the manager to get an approval from the product owner.
   • CInvite the manager to the scheduled sprint review.
   • DOrganize a special demonstration for the manager only.

   Show answer

   Answer: C

   Next question

4. Question 884 · 1401 in bank

   A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently. How should the project manager respond?

   • ARecord the issue in the issue log and escalate the conflict to the project sponsor for assistance.
   • BExplain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.
   • CDiscuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework.
   • DNegotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance.

   Show answer

   Answer: C

   Next question

5. Question 885 · 1401 in bank

   A multicultural team is working on a project. After a few months of observation, the project manager realizes that two team members are not responding to the construction manager properly. The project manager spoke to the team members individually and found that both had cultural differences with the construction manager. What should the project manager do to improve the situation?

   • AAsk the construction manager to meet with the two team members to resolve the situation.
   • BDiscuss the team members' concern with the construction manager and seek solutions.
   • CAsk the team members to tolerate the cultural differences as they have a different cultural background.
   • DProvide the construction manager with instructions on how to resolve the situation.

   Show answer

   Answer: B

   Next question

6. Question 886 · 1401 in bank

   The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered. What should the project manager do?

   • ADetermine the risks and identify a resolution during the retrospective meeting.
   • BInform stakeholders about the delay during project updates.
   • CDiscover the gaps in the communications management plan and address them accordingly.
   • DDetermine cross-dependencies and plan a spike in the next sprint.

   Show answer

   Answer: A

   Explanation

   A. Determine the risks and identify a resolution during the retrospective meeting. In an agile project, the retrospective meeting is a key forum for the project team to reflect on their work, identify issues, and propose improvements. If certain user stories are taking longer to be delivered, it's important for the project manager and the team to use the retrospective meeting to: Identify the specific risks or challenges associated with these user stories. Discuss and analyze the root causes of the delays. Propose and prioritize potential resolutions or improvements. Take action to address the identified issues and improve the team's efficiency in delivering user stories.

   Source: Adapted from community discussion — Only12go

   References

   • pmi.org documentation

   Next question

7. Question 887 · 1401 in bank

   A mandatory compliance requirement that will impact the project software is introduced during the execution phase of an iterative project. The team is aware of the compliance requirement. What should the project manager do next?

   • AEscalate the issue of project impact to the product owner.
   • BUpdate the product backlog item with this new requirement.
   • CEscalate the issue of project impact to the project sponsor.
   • DUpdate the stakeholder register to include the requirement owner.

   Show answer

   Answer: B

   Next question

8. Question 888 · 1401 in bank

   A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project. What should the project manager do?

   • AAvoid managing the issue as it was not registered as a risk for the project and there is no planned response to it.
   • BHold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue.
   • CDelay the project until the issue is addressed and no longer presents as a risk to the project.
   • DInform the sponsor that the issue has arisen and that the project's success may be uncertain.

   Show answer

   Answer: B

   Explanation

   B is the obvious choice. The issue needs to be addressed, hence the PM needs to arrange a meeting with the relevant stakeholders to work out a plan/solution.

   Source: Adapted from community discussion — SteAle

   Next question

9. Question 889 · 1401 in bank

   A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified. What should the project manager do to address the issue?

   • ASupport the team to identify an approach to resolve the problem.
   • BAsk the development team to slow down so the testers can catch up.
   • CProvide training to the entire team so they all will be able to perform tests.
   • DOnboard a new project team member who has testing skills.

   Show answer

   Answer: A

   Next question

10. Question 890 · 1401 in bank

    A research and development team is finishing up a two year initiative. The project manager is focused on the closing activities for the project. Which activity should be considered as a priority?

    • ARelease the resources and plan for a project completion celebration.
    • BEnsure that knowledge transfer activities are executed as planned.
    • CHold a steering committee meeting to inform them of the project completion.
    • DMark the product backlog completion status and update the communications management plan.

    Show answer

    Answer: B

    Explanation

    Google Bard: "The answer is B. Ensure that knowledge transfer activities are executed as planned. Knowledge transfer is the process of transferring knowledge from one person or group to another. It is an important part of project closure because it ensures that the knowledge gained during the project is not lost. The other options are also important, but they are not as critical as ensuring that knowledge transfer activities are executed as planned. Releasing the resources and planning for a project completion celebration can be done after knowledge transfer has been completed. Holding a steering committee meeting to inform them of the project completion can also be done after knowledge transfer has been completed. Marking the product backlog completion status and updating the communications management plan can be done at any time during the closing process."

    Source: Adapted from community discussion — SteAle

    Next question

Keyboard:J Kmove between questionsA–Dselect an answerRshow or hide the answer← →change page

PMP practice, question 881. 1401 questions available.