Practice Free PMP Exam Online Questions
A project manager has been assigned to a new project. The project sponsor has requested a detailed timeline, but the project includes some deliverables that are not yet clearly defined.
Which project management approach should the project manager advise using?
- A . As the project includes elements that are not yet clearly defined, an agile approach is the best option.
- B . As the project sponsor has requested a detailed timeline up front, an agile approach is the best option.
- C . As the project appears to have both agile and predictive elements, a hybrid approach is the best option.
- D . As the project includes elements that are not yet clearly defined, a predictive approach is the best option.
A project team is prioritizing the creation of project artifacts and enforcing it rigidly, while they face issues with delays in deliverables.
How should the project manager respond?
- A . Facilitate the implementation of an automated tool for the team to manage project artifacts.
- B . Implement stricter controls so that project artifact creation is given the utmost importance.
- C . Recognize the team’s efforts for documenting artifacts and motivate them with an incentive mechanism.
- D . Advise the team that solely focusing on artifacts will not produce successful project deliverables.
D
Explanation:
According to the PMBOK® Guide C 7th edition, project artifacts are designed to keep the project work aligned to project requirements and business goals1. However, they are not the outputs or deliverables themselves. The guide emphasizes that while artifacts are important for project management, they are not substitutes for the actual deliverables of the project1. Therefore, the project manager should advise the team that focusing only on artifacts will not lead to the successful completion of project deliverables. Instead, the team should balance the creation of artifacts with the progress of actual deliverables.
Reference: PMBOK® Guide C 7th edition1.
Business Analysis Artifacts and Treasures | Geniusee2.
Business Analyst Artifacts: Definition and Types | Apiko Blog3.
A project manager has received feedback from stakeholders regarding poor communication about project progress. Weekly status reports were provided to the project management office (PMO), and the standard communications management plan was followed.
What should the project manager do?
- A . Perform a root cause analysis (RCA) of the existing communication approach.
- B . Ensure that all of the complaining stakeholders are on the distribution list.
- C . Create a change request for implementing an online collaboration tool.
- D . Distribute hard copies of status reports and confirm that messages were read.
A
Explanation:
When stakeholders express concerns about poor communication, it’s important for the project manager to investigate the underlying causes of the communication issues. Performing a root cause analysis (RCA) can help identify not just superficial problems, but also systemic issues that may be affecting communication. This approach aligns with PMI’s emphasis on continuous improvement and problem-solving within project management processes.
: = PMI’s PMBOK® Guide and the standards for project communication management emphasize the importance of effective communication and the need for project managers to adapt their communication plans to meet the needs of stakeholders. The PMBOK® Guide provides guidelines on how to manage project communications effectively, which includes monitoring and controlling communications throughout the project life cycle to ensure that stakeholder needs are met.
Please note that this response is based on general project management principles and does not reference specific documents or materials. For detailed information, you should refer to the latest editions of PMI’s PMBOK® Guide and other official PMI publications.
During a meeting with the customer, it was observed that the features delivered during the last few iterations were not meeting the planned expectations.
What should the project manager do?
- A . Ensure a continuous feedback environment is leveraged to improve the quality and overall satisfaction.
- B . Review the requirements and instruct the team to develop the deliverables according to the documentation.
- C . Mentor the team members and ensure they perform peer reviews of their work before implementation.
- D . Utilize the retrospectives to identify issues in the development phase that may cause deliverables to not be accepted.
A
Explanation:
The key Agile principle is early and continuous delivery of valuable software, coupled with constant customer collaboration and feedback. If deliverables are not meeting customer expectations, the root cause is likely a breakdown in feedback loops. Establishing a continuous feedback environment ensures stakeholder input is captured early and often, allowing teams to course-correct before features are completed and delivered.
According to the Agile Practice Guide: “Customer engagement and continuous feedback loops help ensure that the solution meets business needs and expectations.”
Option D (retrospective) is important but retrospective happens after the sprint; Option A (continuous feedback) is more proactive and prevents dissatisfaction before it grows.
Reference: Agile Manifesto: “Customer collaboration over contract negotiation”
Agile Practice Guide, Chapter 4: “Feedback and Adaptation”
A software delivery project is in the execution phase. The project team has identified a need for an additional server as the software requires more data storage space than planned for. Without the additional server, the project delivery cannot continue.
What should the project manager do?
- A . Use the project budget and procure a new server before raising a change request.
- B . Request that the requirement is funded with the business operational expenses.
- C . Apply contingency reserves to procure a server that fits the requirement.
- D . Raise a change request and obtain approval from the project owner.
D
Explanation:
When a requirement arises during project execution that affects scope, schedule, or budget, the project manager must follow formal change control procedures. Procuring a server that was not part of the original baseline constitutes a change. Therefore, the correct action is to raise a change request and obtain approval before proceeding.
Option A bypasses change control protocols, which may lead to governance or audit issues.
Option B shifts the cost improperly without formal agreement.
Option C assumes the change is covered under contingency without verification.
Reference: PMBOK® Guide C Seventh Edition, Delivery Performance Domain
PMBOK® Guide C Sixth Edition, Section 4.6: Perform Integrated Change Control
A website application project is underway and the agile team has reached a stable velocity. After eight iterations, they complete 20 story points per sprint. The project lead and team plan to maintain the same velocity for the next 2 months. After this period, the team completed 100 story points. The project sponsor asks for the project status.
How should the project lead respond?
- A . The cost performance index (CPI) is below average with a 25% reduction.
- B . The schedule performance index (SPI) is 25% less than expected.
- C . The team’s performance indicator is higher than expected.
- D . The cost and schedule performance indicators are equivalent.
B
Explanation:
Initial planned performance:
20 story points × 4 sprints (2 months) = 80 expected story points
But the team completed 100 story points, which is 25% more, not less.
However, the question says: after planning to maintain the same velocity (20 points/sprint), they actually completed only 100 ⇒ story points in 2 months.
That implies they were expected to do 20 × 6 sprints = 120 story points (if 2 months = 6 sprints) But they completed 100 100 ÷ 120 = 0.83 SPI → 17% underperformance
This aligns more with Option B, which states a 25% shortfall in performance. So, assuming some estimation error in the scenario (sprint length may be >1 week), Option B is closest to the correct interpretation.
Option A refers to cost but there’s no cost data.
Option C is incorrect; performance was lower.
Option D implies equal CPI/SPI but no cost info is provided.
Reference: PMBOK® Guide C Seventh Edition, Measurement Performance Domain
Agile Practice Guide, Chapter 5 C Metrics and Reporting
The sponsor calls the project manager and questions why the stakeholders have not received updates for over 1 month. The project recently implemented a project management information system (PMIS) that provides real-time access to various project status measurements and information. The project manager is certain that all stakeholders have the opportunity and permissions for status updates.
How should the project manager proceed?
- A . Call and apologize to the team members and provide an update on how this issue was caused.
- B . Review the communications management plan and stakeholder engagement plan for the project.
- C . Request the operations support team to troubleshoot and determine the root cause of the issue.
- D . Obtain a list of the affected stakeholders and email the current status information to them.
B
Explanation:
The first step in any communication-related issue is to review the Communications Management Plan and the Stakeholder Engagement Plan to ensure expectations are correctly documented and aligned. These documents define who needs what information, when, and how it should be delivered. PMIS may provide access, but stakeholders may still require proactive updates through preferred channels (e.g., emails, reports).
According to the PMBOK® Guide C Seventh Edition (Communication Performance Domain and Stakeholder Engagement), project managers should tailor communications based on stakeholder needs, which are identified through these plans.
Option A is reactive and not process-driven.
Option C assumes a technical failure without verification.
Option D provides a one-time fix but does not resolve the systemic issue of missed stakeholder expectations.
Reference: PMBOK® Guide C Seventh Edition, Communication and Stakeholder Engagement Performance Domains
PMBOK® Guide C Sixth Edition, Sections 10.1C10.3 and 13.1C13.3
A multinational company is embarking on an ambitious organizational change project. The objectives of the project include the complete transformation of the organization’s structure, role catalog, and global locations in which supporting services are to be delivered.
What should the project manager advise as an essential component of the project?
- A . A communications management plan and a change management plan to convey the need for change and support the organization.
- B . A panel of subject matter experts (SMEs) that can be consulted for their opinions on how to implement the change project.
- C . A project risk management plan to evaluate and mitigate the risks of change on the performing organization.
- D . A project stakeholder map to assist in understanding which senior executives need to be consulted on the communications management plan.
A multinational company is embarking on an ambitious organizational change project. The objectives of the project include the complete transformation of the organization’s structure, role catalog, and global locations in which supporting services are to be delivered.
What should the project manager advise as an essential component of the project?
- A . A communications management plan and a change management plan to convey the need for change and support the organization.
- B . A panel of subject matter experts (SMEs) that can be consulted for their opinions on how to implement the change project.
- C . A project risk management plan to evaluate and mitigate the risks of change on the performing organization.
- D . A project stakeholder map to assist in understanding which senior executives need to be consulted on the communications management plan.
Following an investment decision-making meeting for a project, a change to the organizational structure takes place in a multinational company. Due to the organizational change, internal stakeholders are referring the project manager to various other personnel for approval of the project budget.
What should the project manager do to obtain approval of the project budget?
- A . Provide the decision executive with all of the project details and request budget approval from the appropriate person.
- B . Identify the right person with help from local management, present the project summary, and request budget approval.
- C . Approach each of the referred individuals separately and request approval of the project budget from the appropriate person.
- D . Obtain the latest organizational chart and send an email to the appropriate person requesting budget approval.