Practice Free PMP Exam Online Questions
A human resource (HR) acquisition process for a large project has recently changed. One major process change includes the approval of the financial manager and the recruitment manager. This change to the process implies longer processing. The project urgently needs new resources.
What should the project manager do?
- A . Adapt the resource management plan and ask for financial approval before sending it to the customer.
- B . Assess the impact of the change and review the project management plan for next steps.
- C . Ask the financial manager to delay implementation due to potential project delays and penalties.
- D . Review the project schedule to determine which technique will reduce impact on project duration.
A project manager is leading a strategic and competitive advantage project for a healthcare organization that is in its testing phase. The team has been working on this project for 6 months, and the morale of the team is low due to the schedule.
What can the project manager do to motivate the team?
- A . Continue to perform the last phase of the project with the project team as this will benefit the organization and provide a competitive edge.
- B . Talk to the business team about the project phase and the team’s commitment, and request a monetary reward for the team.
- C . Speak with the project management office (PMO) and request a 2-week extension of the schedule so the team can have rotational time off.
- D . Meet with the horizontal team managers to recognize the team members and give rewards and promotions upon completion of the project.
A project that is using an incremental approach has colocated team members and is using a kanban board to visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on hold until a status report is distributed.
What should the project manager have done to avoid this situation?
- A . Stored project documentation in a shared folder.
- B . Organized monthly meetings with the external stakeholders.
- C . Invited all of the stakeholders to daily standup meetings.
- D . Sent weekly status update reports to all of the stakeholders.
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?
- A . The engineer did not feel welcome or enjoy working with the other project team members.
- B . The project manager did not follow the normal hiring process with the engineer’s functional manager.
- C . The engineer has “project burnout" from working long hours and solving difficult problems.
- D . The project manager did not sufficiently support and recognize the engineer’s professional growth.
A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints.
How should the project manager handle this situation?
- A . Engage a counselor to reconcile the situation between the team members affected.
- B . Control backlog assignments and reduce direct communications between team members.
- C . Revisit the ground rules and team communication protocols, and discuss what is happening.
- D . Require team members experiencing the conflicts to take a day off from work.
The project team is experiencing schedule delays due to issues arising with suppliers.
Some of the tasks are on the critical path.
What should the project manager do in this situation?
- A . Escalate the supplier-related issues to the sponsor for resolution.
- B . Review the work breakdown structure (WBS) with the suppliers.
- C . Review the critical path with the stakeholders to define next steps.
- D . Discuss the critical path issues with the purchasing department.
An internal virtual team is meeting daily to review iteration progress, as well as to conduct other technical and follow-up calls with key stakeholders. The team seems to be disengaged.
How should the project manager approach this situation?
- A . Give the team members a few days off to reduce stress.
- B . Reduce the number of internal and external meetings.
- C . Review team assignments and reduce the workload.
- D . Schedule one-to-one meetings and team-building meetings.
A project is behind schedule because of a delayed equipment installation. This is affecting
many other activities. The manager responsible for the equipment delivery notified the project manager that there is a capacity issue for the team doing the installation.
What should the project manager have done to prevent this situation from happening?
- A . Defined the skill requirements more clearly in the scope statement.
- B . Asked the manager to follow the agreed-upon resource management plan.
- C . Conducted periodic reviews with the manager on resource availability.
- D . Consulted with the installation team on a regular basis to check for conflicts.
A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments.
What should the project manager do?
- A . Help the team members by organizing regular stress-relieving and team- building sessions.
- B . Request additional resources to continue delivering value while reducing team stress.
- C . Support the team during the planning phase to only commit to what they are able to deliver.
- D . Ask individual team members to plan staggered leave to avoid becoming stressed.
A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.
What should the project manager do next?
- A . As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions.
- B . Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension.
- C . As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions.
- D . Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project.