PMP practice questions 971–980

1. Question 971 · 1401 in bank

   A project manager and project team developing a new product are discussing which work methods and tools to use to build the deliverable. What should the result of this discussion be?

   • AA detailed mitigation plan on the risks for each work method and the tools used
   • BA technology roadmap for creating similar deliverables in the future with the same tools
   • CAn agreed-upon work method and tools that should fit the business need and project constraints
   • DA consensus that everything will run as anticipated once the tools and work methods are identified

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   Answer: C

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2. Question 972 · 1401 in bank

   During a daily standup meeting, a roadblock was raised that is preventing one of the team members from proceeding with work. The project manager figures out that it is due to a technical issue. What should the project manager do to prioritize this critical impediment?

   • ASolve the issue for the team member.
   • BPerform a brainstorming session to address the issue and add the solution to the sprint.
   • CEscalate the issue to the software vendor for technical resolution.
   • DCoach the team to come up with their own solution and add it to the next sprint.

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   Answer: B

   Explanation

   If the solution is not added to this sprint what is the team member doing the rest of the sprint ????it clearly says ROADBLOCK ,that means it required immediate attention to be added to the backlog.so the team should have a meeting find a solution then discuss it with a product owner to add it to the spring backlog.but might be something missing from this question "due to a technical issue" but with what ? a software the team is using or where is the technical issue ? also the question stating "CRITICAL impediment " so the best possible answer for this scenario is "B"

   Source: Adapted from community discussion — PaulPMP

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3. Question 973 · 1401 in bank

   A project manager is instructed by the project sponsor to draft the project charter. The project sponsor asks the project manager to involve a particular stakeholder in order to provide necessary resources. However, the stakeholder is refusing to get involved because the stakeholder thinks that there is no benefit in using the project deliverable. What should the project manager do to resolve this?

   • AConsider the stakeholder as a risk and evaluate possible solutions with the project team.
   • BEscalate to the project sponsor due to the political nature of the issue.
   • CImprove communication with the stakeholder to obtain their assistance in the future.
   • DMeet with the stakeholder to discuss the impact of the deliverable.

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   Answer: D

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4. Question 974 · 1401 in bank

   A project is being executed. The project's life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects. What should the project manager do?

   • ASchedule a steering committee meeting and obtain their approval on the request
   • BSupport the decisions of the team and transfer the decision making responsibility to them
   • CInform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions
   • DConsult the product owner about letting the resources make decisions

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   Answer: B

   Explanation

   B. Support the decisions of the team and transfer the decision-making responsibility to them. Given that the assigned resources are experienced, reliable, and willing to make decisions, the project manager should empower them by transferring the decision-making responsibility to the team. This approach fosters a sense of ownership and trust, promotes efficient decision-making, and allows the team to be more agile in responding to challenges and changes during the incremental delivery process.

   Source: Adapted from community discussion — Alizade

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5. Question 975 · 1401 in bank

   While working on a proposal for a national-level solution, a new project manager finds that the proposal is asking for compliance from various organizations and policies. The project manager understands that while several compliances are in place, some of the specific regulatory needs for this project are not in place. Senior management advised the project manager to overlook these compliance problems, because they will be ready when that stage of the project is reached, and to continue building the proposal. What should the project manager do first?

   • AVerify the regulatory requirements and establish a strategy for compliance.
   • BDocument the interactions with senior management in the risk register.
   • CAdvise senior management that itis ethically unprofessional to continue.
   • DBuild the proposal with an alternative set of regulatory requirements.

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   Answer: A

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6. Question 976 · 1401 in bank

   After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months. Based on the new timeline, what should the project manager do?

   • APlan for overtime, apply crashing and fast tracking, and share the risk of failure with project stakeholders
   • BReview the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline
   • CSeek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule
   • DGo over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline

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   Answer: B

   Explanation

   Ans D. I don’t understand how B is the answer. The timeline is changed from 18 months to 6 months. But they didn’t say that the scope can be reduced. B is assuming that scope can be changed and focus only on high value items. This needs discussions with all stakeholders and explain how an 18 month project cannot be done in 6 months, unless some decisions are made. So best answer is D.

   Source: Adapted from community discussion — psvexam

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7. Question 977 · 1401 in bank

   A company's project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner. Which action should the project manager take to improve the team's performance?

   • ASend an email asking all project team members to complete updates at the end of the day.
   • BSpeak individually with each project team member about making the needed updates.
   • CSet up a training session for all project team members.
   • DReach out to the functional managers for support.

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   Answer: C

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8. Question 978 · 1401 in bank

   A new major road project is starting, and the contractor has contractually committed to submitting regular status reports and participating in integration meetings. Halfway through the project life cycle, the contractor stops participating in meetings and submitting reports, stating these items consume too much time. What should the project manager do first?

   • AAssess the risk of the contractor not attending meetings and submitting reports for the rest of the project and escalate it to the project sponsor
   • BRemind the contractor that they committed to attending meetings and submitting reports per the contract
   • CSubmit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution
   • DSpeak with the company's lawyer and request that they demand the contractor fulfill their contractual commitments

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   Answer: B

   Explanation

   C. Submit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution

   Source: Adapted from community discussion — Ganzee

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9. Question 979 · 1401 in bank

   Select 2

   A company is launching a new product and decides to transition from a predictive to an agile approach. During the third sprint, the project manager notices that the team is not working as a cohesive unit. Which two rules are appropriate for the project manager to instill in the team? (Choose two.)

   • AWork together daily as a team.
   • BStrive toward continuous improvement.
   • CSend communications to the entire team.
   • DFollow the sprint planning.
   • EOnly share suggestions at the end of the sprint.

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   Answer: AB

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10. Question 980 · 1401 in bank

    A research and development department is planning to develop a product that will introduce a new line of business for the organization. What should the project manager do to increase the project's chances of success?

    • APlan a working session focusing on the scope, vision, and mission of the initiative
    • BStart developing the project management plan based on a previous project template from the project management office (PMO)
    • CConduct benchmarking to determine the business viability of the initiative
    • DConduct an impact analysis of the new initiative to determine how the project should be rolled out

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    Answer: A

    Explanation

    A. Plan a working session focusing on the scope, vision, and mission of the initiative. In the early stages of a project aimed at introducing a new line of business, it's crucial to have a clear understanding of the project's scope, vision, and mission. Planning a working session with key stakeholders can help define and align these critical aspects of the initiative. This session can facilitate discussions, gather input, and ensure that everyone involved shares a common understanding of the project's purpose, objectives, and direction. It sets the foundation for a successful project by clarifying its scope, goals, and strategic alignment with the organization's objectives.

    Source: Adapted from community discussion — Only12go

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PMP practice, question 971. 1401 questions available.