PMP practice questions 911–920

1. Question 911 · 1401 in bank

   A project manager is tracking a project, but a key stakeholder will not accept the project's key performance indicator (KPI) results. Which tool or technique should the project manager use?

   • AChange control tools
   • BExpert judgment
   • CAutocratic decision making
   • DContext diagram

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   Answer: B

   Explanation

   B. Expert judgment When a key stakeholder will not accept the project's key performance indicator (KPI) results, the project manager should use expert judgment. This involves seeking the advice and guidance of a person or group of people who have the knowledge and experience to evaluate the situation and provide an objective opinion. The project manager should consult with the expert to understand the reason for the stakeholder's dissatisfaction, and to determine if there is a valid issue with the KPI results or if it is a matter of perception or communication. Using change control tools may not be the best approach since the project manager has not identified any changes, using autocratic decision making may not take into account the stakeholder's perspective or the expert's opinion, and a context diagram is a visual representation of the system and its environment but it's not useful in this case.

   Source: Adapted from community discussion — Adeshola1960

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2. Question 912 · 1401 in bank

   A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions. What should the project manager do to ensure that the project is ready to move to an operational state?

   • AReview the project approval requirements in the project charter and confirm who will be approving the project.
   • BMeet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.
   • CRefer to the project's work in progress (WIP) reports to ensure that there is no additional work in the backlog.
   • DDevelop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

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   Answer: B

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3. Question 913 · 1401 in bank

   An agile team has been struggling to keep up with the planned pace, which is frequently resulting in sprint failures. What should the project manager do to help avoid this situation in the future?

   • ASwitch to a Kanban approach, implementing features on a first-come, first-serve basis, fostering a sustainable pace.
   • BReplace junior team members with more experienced ones, and negotiate the project scope to compensate for the budget gap.
   • CAsk the project sponsor to approve overtime to compensate for the lack of performance while adjusting the plan.
   • DReview the velocity of the team over the last several sprints and adjust the plan accordingly.

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   Answer: D

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4. Question 914 · 1401 in bank

   A vendor project manager and team are implementing a software solution across the organization. A customer stakeholder who was not present during the sales process is demanding that the team implement requirements that are out of scope without adding additional cost to the project. What should the project manager do next?

   • AEscalate the issue of the additional requirements to the executive leadership team.
   • BAdjust the scope baseline and schedule baseline accordingly.
   • CImplement all the requirements the customer has requested.
   • DRefer the stakeholder to the delivery specifications in the statement of work (SOW).

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   Answer: D

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5. Question 915 · 1401 in bank

   A project manager is part of a team that is launching a series of features to comply with a new regulation. The team has only 6 weeks to release the features to the legacy applications. During the standup meeting, a software engineer indicated that the development of an important feature is on hold until the assigned designer completes a specific task. This delay is a serious road block to meeting the release date. What should the project manager do?

   • AMeet with the design team manager to inform them of the current status and request an additional designer
   • BAsk the software engineer to move forward without completing the important feature
   • CContact the design team manager and ask to reconsider the priority list based on the latest situation
   • DMeet with the designer to share the current status and develop a solution to complete the task

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   Answer: D

   Explanation

   A face-to-face meeting with the team and discussing solutions to road blockers work here. Escalating to the team manager should be the last option here.

   Source: Adapted from community discussion — Emmyomy

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6. Question 916 · 1401 in bank

   A project manager is performing the scrum master role for a project team of developers. At the daily standup, a couple of developers complain about the noise from a neighboring team, the performance of their laptops, and the difficulty in booking meeting rooms. What should the project manager do?

   • AAssign actions to all stakeholders and oversee their implementation.
   • BAcknowledge the impediments and facilitate their resolutions.
   • CNote the impediments and escalate them to the product owner.
   • DNote the impediments and work on addressing them later.

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   Answer: B

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7. Question 917 · 1401 in bank

   A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope. What should the project manager do?

   • ADiscuss with the customer the risks identified and team's concerns
   • BDiscuss with the team, estimate the effort, and raise a change request
   • CAsk the customer to go live and add the new functionality in the backlog
   • DAsk the team to deliver the functionality on the agreed go-live date

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   Answer: A

   Explanation

   The risk has already been identified, evaluated by the project team and its impact already determined as to have conflit with the scope. The next thing to do is to inform the customer and discuss raised concerns with him on the impact this change will have on the scope.

   Source: Adapted from community discussion — achacyrille

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8. Question 918 · 1401 in bank

   A project manager is leading a technically complex project. The project is part of a strategic program of work and the first to use an agile approach. One of the board members is interested in attending a meeting to see how the delivery of the project scope is progressing. What should the project lead do?

   • AInvite the board member to a separate demo.
   • BInvite the board member to the next sprint review.
   • CInvite the board member to the next sprint retrospective.
   • DInvite the board member to the next daily standup.

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   Answer: B

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9. Question 919 · 1401 in bank

   A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism to measure the quality of the deliverables. Using a hybrid approach, what techniques can be used to achieve this goal?

   • AScrum master reviews and the quality Kanban method.
   • BDaily Scrum and product owner quality assessments.
   • CPaired work and the customer role method.
   • DTime-boxed iterations and standup review meetings.

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   Answer: D

   Explanation

   The correct answer is D. "Time-boxed iterations and standup review meetings." Time-boxed iterations, commonly used in agile approaches such as Scrum, allow the project manager and team to work in fixed time frames known as sprints. At the end of each sprint, a review meeting, often referred to as a sprint review or demo, is held to showcase the completed work to stakeholders. This provides an opportunity to assess the quality of the deliverables against the project's objectives and requirements. Standup review meetings, also known as daily standups or daily scrums, are short daily meetings where team members discuss their progress, any challenges, and plans for the day. While these meetings primarily focus on coordination and communication, they also create an environment for identifying potential quality issues early on and addressing them promptly. By using time-boxed iterations and conducting regular standup review meetings, the project manager can keep track of the project's progress, assess the quality of the deliverables, and make necessary adjustments to ensure quality is maintained throughout the project.

   Source: Adapted from community discussion — AbbasTaki

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10. Question 920 · 1401 in bank

    Project progress meetings occur via virtual conference calls. In every project progress meeting, one team member continuously interrupts others during discussions. Other team members often have no opportunity to talk or complete their explanations. What should the project manager do?

    • AStart the meeting with a review of the ground rules, meeting objectives, and the agenda.
    • BSpeak individually with the team member who always disrupts the conversations.
    • CManage time efficiently using the agenda and ask each participant to contribute.
    • DSpeak individually with the team members who do not participate in conversations.

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    Answer: B

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PMP practice, question 911. 1401 questions available.