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March 12, 2023

PMI PMP dumps questions are an essential tool for anyone looking to pursue the PMP Certification certification. By using these PMP dumps questions as part of your exam preparation, you can gain a deeper understanding of the exam format, identify knowledge gaps, build confidence, get real-time feedback, and stay up-to-date with the latest trends in Project Management Professional. So, if you're serious about achieving PMP certification success, be sure to incorporate PMP exam dumps questions into your study plan. Test free PMI PMP exam dumps below.

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1. A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process.

What should the project manager do?

Ask the project sponsor to expedite the vendor selection process.

Contact the vendor that supplied similar equipment for a previous project.

Use the existing equipment and replace it later with the new equipment.

Work with the procurement team to find alternative options.

2. A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project manager realizes that a significant regulatory feature is missing in the project backlog.

What should the project manager do?

Ask the product owner to add the missing feature in the backlog.

Invite stakeholders to discuss the impact of adding the regulatory feature.

Estimate the related cost and ask for a project extension.

Increase the capacity of the team to include the missed feature.

3. A project manager is working with the same project team as in the last two construction projects. The project manager managed this team on a micro level for the last two projects. However, now the project manager would like to use a different leadership style to allow the team to make their own decisions.

What kind of leadership style should the project manager utilize for the current project?

Transformational

Interactional

Laissez-faire

Charismatic

4. A building management system (BMS) project is in its commissioning phase and handover to the operations team will commence soon. However, the project manager noted that both the project and operation teams are not able to properly operate the BMS. As a result, there is an increased risk of the project schedule being delayed.

What should the project manager have done to avoid this situation?

Allocated a dedicated handover team at early stages of the project

Allocated proper resources for training on BMS in the project plan

Made some adjustments to BMS to be more suitable for the teams

Brought both teams together in a joint meeting to resolve the issue

5. An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.

What should the agile project manager do?

Ask the team member to develop more expertise and become a subject matter expert (SME).

Ask the team member to provide a training session for the rest of the team.

Ask the team member to produce a lessons learned document and share it with the team.

Ask the team member to record highlights the team may want to know.

6. A project with a hard timeline is starting its first iteration out of six. The project team is lacking the necessary skills to execute.

What should the project manager do?

Allow the team to proceed as they attempt to meet the timeline.

Add a subject matter expert (SME) to the project team.

Invite stakeholders to discuss a mitigation plan to finish on time.

Fill the skill gap personally to execute the project.

7. A project manager meets with the development team to estimate the time required to complete a software application. The software developers are new to the company, and they have never developed a similar application.

Which estimation technique should the project manager recommend?

Planning poker

Parametric estimating

Three-point estimating

Analogous estimating

8. A project team has finished its first iteration out of six. The iteration's delivery performance (velocity) was 50%.

During the iteration retrospective, the team realizes that the complexity of the work was underestimated.

What should the project manager do?

Update the issue log and escalate it to the project sponsor.

Meet with the team to review internal actions to resolve the situation.

Ask the technical manager to help the team with the issue.

Ask to replace some team members with more experienced ones.

9. A company is working on a project to develop an integration of their existing systems.

There are known issues in production.

What should the project manager do?

Identify and remove impediments and mitigate the risks.

Ensure the product owner reviews requirements with the team.

Include acceptance criteria in the definition of done (DoD).

Review the quality control processes and procedures.

10. A company just started managing a project using an agile approach Due to this change, the general manager is worried about the scope definition process for upcoming projects.

What should the project manager do to ensure the project scope is completely defined?

Help sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations

Meet with the general manager and convince them to return to using predictive approaches to avoid any risk

Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements

Ask the general manager to review every requirement to ensure an projects will deliver the requested products

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11. A project team is using one of the visual management tools to identify dependencies. It was identified that domain knowledge from one team needs to be shared with another team to ensure the continuity of deliverables.

What should the project manager do?

Merge both teams into one team so the knowledge is commonly available.

Remove the dependency to eliminate the need for knowledge sharing.

Redistribute the team members so knowledge is available in both teams.

Request the respective teams to plan for knowledge-sharing sessions.

12. A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money.

What should the project manager do next?

Perform a cost-benefit analysis to evaluate using the Point B option.

Add the issue to the change log and request additional budget through the change control board (CCB).

Seek a decision from the construction team after explaining the project budget and schedule constraint.

Use the Point B option because it will save the project cost and time.

13. A project manager is assigned to a project where a vendor has been engaged to build a new system One week before user acceptance testing (UAT) is scheduled the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.

What should the project manager do next?

Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract

Escalate to management and prepare tor project closure by canceling the contract with this vendor

Adjust the protect schedule to accommodate the current development progress of the vendor

Communicate with the vendor and project team and explore possibilities lor resolving the issue

14. In an industrial plant, the owner has decided to add more capacity to the plant by installing a new machine and updating the software used in production. This capacity enlargement will occur while the plant is still functioning and producing. The software update will be accomplished using an agile approach in order to minimize risk. The machine procurement, installation, and integration will be accomplished using predictive approaches.

What types of communications will the project manager have to design into the schedule management plan to ensure the project will be on schedule?

Biweekly written status reports from the relevant stakeholders

Weekly colocated meetings with the relevant stakeholders

Biweekly conference calls with the relevant stakeholders

Weekly one-on-one meetings with each of the relevant stakeholders

15. A project manager is assigned to a global project with dispersed team members. Previously, when working with remote teams, the project manager observed that team members do not tend to produce quality work.

What should the project manager do to ensure the project is completed on time with quality?

Encourage the team to participate in a peer evaluation activity by the end of the project.

Introduce the use of time sheets and ask team members to review and submit them regularly.

Arrange regular team meetings for the team to update one another on the progress of their assigned tasks.

Meet with the team together and in one-on-one meetings to set clear, shared targets.

16. An important national project is in (he execution phase. A time constraint activity must be conducted on-site by a specialist from another country. Due to travel restrictions, the specialist cannot perform the activity on-site. The activity cannot be completed without the specialist's expertise. The project team is actively seeking assistance in order to complete the job on time.

What should the project manager do to help the project team?

Reschedule the project until the local travel restrictions are lifted.

Schedule virtual sessions with the specialist to guide the team in completing the activity.

Seek additional budget to train the project team on the required skill set.

Refer to the organization's lessons learned repository and find an alternative solution.

17. During a regular project progress meeting, the CEO informed the project manager that a major stakeholder has been unaware of recent developments on the project. The project manager is sure that the stakeholder was duly identified and classified in the stakeholder register.

Which project document should the project manager review in order to determine the reason for this issue?

Requirements traceability matrix

Stakeholder register

Stakeholder engagement assessment matrix

Issue log

18. A project manager decided to use a highly adaptive approach to manage a large-scale project. In this project, there are many iterative tasks that utilize highly specialized experts. The project manager would like to create practical plans with high levels of buy-in from the team members.

What should the project manager do next?

Assign critical tasks to the most experienced team members.

Review the budget with the team for the needed resources.

Review lessons learned from similar projects with the team.

Explain the higher-level objectives to be assigned to the team.

19. A project manager is planning a project with multiple work packages. Each work package has its own defined scope, but funding will be at the project level.

How should the project manager determine if the allocated resource budget is sufficient to cover the resource costs of the project?

Divide the allocated budget by the number of work packages and verify that each work package can be completed within the allocated budget.

Estimate the costs at the work package level and add those costs to calculate the total cost of the project and compare it to the allocated budget.

Create a budget burndown and a scope burnup and then verify that the project scope is completed before the allocated budget is depleted.

Fund each work package in the order of its importance and shift any remaining scope from nonfunded work packages to funded work packages.

20. In a frequently changing project, the project manager discovers a customer requirement change during a daily meeting.

What should the project manager do?

Validate the requirement change with the product owner and development team before redefining the scope.

Tell the customer that the requirement change will be put into the next project phase if management approves.

Escalate to management for approval since the change was not included in the original requirements.

Give the change to the scrum master to investigate how much additional effort the change will require.

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21. An agile project has a broad set of product features intended for different user profiles and usages. It is difficult to define common acceptance criteria that can apply to all the features.

How can the project manager ensure that the appropriate acceptance criteria are applied to the features?

Define the acceptance criteria and specific functional test cases only after analyzing the user feedback from testing the early feature release.

Integrate the acceptance criteria review into the definition of ready (DoR) for each feature and associated tests into the feature's definition of done (DoD).

Use the broadest set of acceptance criteria to ensure that all features have a common quality baseline and associated functional test cases.

Integrate the specific tests into the definition of ready (DoR) for each feature and the acceptance criteria into the feature's definition of done (DoD).

22. An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy.

The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment.

What should the project manager do?

Advise the CTO about the possible impacts caused by the project.

Influence the product owner to review the engagement needed from other stakeholders.

Continue building the backlog since they are functional requirements.

Review the organizational process assets (OPAs) for historical information from similar projects.

23. A multiyear resource constraint project is midway through the execution phase. During a progress update meeting, it has been determined that there might be a schedule delay to deliver the project. The project manager has observed that all of the team members are working hard and lots of deliverables have already been completed.

What should the project manager do immediately about this situation?

Ask the project planner to identify the critical path and respective delayed activities, and then investigate the reasons for the delay.

Prepare a monthly report by highlighting the completed deliverables and communicate the delay to management.

Register the schedule risk and present the new resources requirement to the change management board for schedule recovery.

Ask the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the results to the team.

24. A project has completed design activities ahead of schedule. Suddenly, the project manager is informed by a vendor that a deliverable may not meet the agreed delivery time frame due to a resource shortage. The internal team asked if they should continue to deliver as per the schedule.

What should the project manager do?

Discuss with the team the need for longer hours to minimize the impact.

Inform the project team that they may proceed at a more relaxed pace.

Inform the project team that some of them will work for the vendor.

Discuss with the project team alternative options to deliver as planned.

25. A senior project manager is working for a company that is not yet making a profit. However, the company has many innovative projects in development. Most of the project time lines have slipped, and the staff is overwhelmed.

What should the project manager do to help the company meet their financial objectives?

Prioritize the projects, giving higher priority to projects that will increase profit.

Make sure the project is fast tracked so that slipped time lines are recovered.

Request that upper management hire additional staff to support the projects.

Ensure that all of the projects are of high quality and are delivered on time.

26. A project manager works for an organization that intends to begin using agile delivery, but there is a lack of support from some business units. The project manager needs to address the lack of trust in agile.

What should the project manager recommend?

Implement and establish an agile framework for the project.

Hire a team of contractors for agile project delivery.

Define detailed work instructions for agile project delivery.

Negotiate special arrangements for an agile pilot project.

27. A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.

What should the project manager do in this situation?

Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

Meet with all seven of the project stakeholders and request all of their feedback.

Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

28. A project is approaching successful completion, and all stakeholders are really proud of the achieved results. The project management office (PMO) recommends the project manager to lead the next similar project.

What should the project manager do next?

Engage key stakeholders to complete and deliver lessons learned.

Select the same stakeholders for the next project to avoid doing knowledge transfer.

Present the project achievements and delegate knowledge transfer to the steering committee.

Request the PMO to manage the lessons learned repository.

29. How can agile measurements improve upon predictive measurements in cases where the final 10% of a project takes longer than planned?

By scheduling iterative meetings with the product owner to improve project tracking

By focusing on the delivery of incremental working products lo the customer

By reviewing burnup charts to determine the effort required against estimated earned value

By conducting daily standups to more accurately track project deliverables

30. A project manager was informed by their supplier that there will be an upcoming raw material shortage due to a regulatory change.

What should the project manager do?

Tell the supplier that they have an obligation to supply the raw material.

Search for a new supplier that can deliver the same materials on time.

Seek advice from the legal department and implement penalties.

Assess the possible impact of the raw material shortage on the project.

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31. During iteration two of a project with two teams {A and B), the project manager is concerned that there are two critical activities from team A that must be started in iteration four. Additionally, these two activities are dependent on an activity from team B that has not yet been prioritized.

What should the project manager do?

Ensure team B prioritizes the dependent activity in iteration three.

Include the dependent activity in the current iteration for team

Assign the two critical activities to team B in iteration two.

Cancel the current iteration and reschedule it with the dependent activity.

32. A software development project completed the initiation phase. The technical design was approved by the project steering committee. Later, it was discovered that the design will impact the company’s production system. A new technical design must be found and this could delay the project by 3 months.

What should the project manager do first?

Log the technical design delay as a risk in the project risk log.

Set up a steering committee session to review the project delay.

Continue with the approved design so that the project is not delayed.

Ask the steering committee to approve a new technical design.

33. A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data.

What should the project manager do first?

Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment.

Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation.

Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned.

Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.

34. A consultancy firm is finally selected and contracted for a project following an extensive and competitive procurement process. A few months into project execution, the client asks the project manager why the consultant is contracted for only 18 months instead of the full 32-month-long project. The project manager will need to carry out an unplanned second bidding process to ensure services are in place until the end of the project.

What should the project manager have done to prevent this?

Developed a detailed, phased procurement management plan including all activities required and had the client approve it.

Included the client in all negotiation phases with the consultancy to obtain their advanced approval before signing the contract.

Prepared and negotiated a second contract with the consultancy firm for the remaining 14 months after the first contract signature.

Agreed beforehand with the client on the frequency of reporting on the status of the procurement activities within the project.

35. A project manager is tasked with developing a coaching model to support and recognize team members' growth.

What should the project manager consider when defining their coaching strategy?

Established patterns of communication

Organization's strategic goals

Individual and personal objectives

Project team's shared objectives

36. A project manager is leading a global team that they have worked with in the past and has a high level of trust with them. The team is located in different countries and time zones and will need decisions in a timely manner.

In order to ensure that the project runs smoothly across the team, how should the project manager approach delegation?

Delegate most authorities and control the authority by withholding important information.

Delegate certain authorities and control the authority by withholding important information.

Delegate certain authorities and share information to allow fair decision-making.

Delegate most authorities and share information to allow fair decision-making.

37. By the end of the first sprint, a project lead notices that one of the team members is not performing very well.

Which form of communication should the project lead use to handle the situation?

Informal written communication, such as a friendly reminder

Formal written communication, such as an email with a copy sent to the manager

Informal verbal communication, such as a conversation

Formal verbal communication, such as a conversation at the end of the sprint retrospective

38. The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line.

What should the project manager do first?

Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.

Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.

Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.

39. A project team has installed software for the client, passed the knowledge to operations, sent the final report, and celebrated. Then 1 week later, the client sendsa list of requirements that have not been met. The client is requesting to fix the issues quickly and within the initial budget.

What should the project manager have done to prevent this from happening?

Reviewed the acceptance criteria and obtained client approval.

Allocated a risk budget for any post-release improvements.

Conducted a pilot to understand the client's performance parameters.

Established meetings with the client throughout the project phases.

40. The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius is not extended by 1 km, to be aligned with the council's development plan.

What should the project manager do?

Delay the approval and ask the project sponsor for additional funding.

Contact the council and ask for their approval to extend the scope of the project.

Initiate a new project and discuss the request because it came in too late.

Obtain formal acceptance for the completed work and submit a change request.

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41. A project manager is working on a unique project that is dissimilar to the project nature of the organization. The project manager is tailoring the artifacts for this new project.

Who should determine which artifacts should be used in the project?

The project sponsor should select the project artifacts that the project manager and project management team should use in the project.

The project manager and project management team should use the standard project artifacts from the database.

The project stakeholders should meet and determine the project artifacts to be used by the project manager and the project management team.

The project manager and the project management team should select the appropriate artifacts for use in the specific project.

42. 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?

Refer the sprint review request to the project sponsor.

Ask the manager to get an approval from the product owner.

Invite the manager to the scheduled sprint review.

Organize a special demonstration for the manager only.

43. A project team has expressed concern that certain remote team members are not able to collaborate with the larger project team due to their work schedule. The project manager is confused since the entire team is located in the same time zone and believes there are other factors at play.

What should the project manager do next?

Rectify ground rule violations.

Review performance formally.

Examine the team's virtual needs.

Implement new options.

44. Anew law was published about zoning permits for telecom towers. This may cause cost and schedule overruns for the new network rollout.

What should the project manager do?

Assess and prioritize the impact of the new law on the project plan.

Update the project plan because the law is an obligation for the project.

Minimize the scope to catch the cost and schedule baseline.

Meet the sponsor to ask for additional time and budget increase.

45. A project manager schedules virtual daily standup meetings for a project, but half of the team members regularly join late or miss the meeting all together.

What should the project manager do?

Discuss ground rules with the team that will include daily meetings.

Use one-to-one virtual meetings because they are more efficient.

Ask senior management for coaching regarding this situation.

Agree on a new time and reschedule the daily standups.

46. A few developers have identified a list of impediments at the daily standup and are asking for the project lead's assistance in prioritizing them. There are a few complex backlog items, and a new junior tester has identified a few compliance defects. The product owner and a couple of developers will be leaving the project team, and the contract with the test and production support partner will not be renewed.

Which issue should the project lead focus on first?

Developing a new contract for production support.

Finding a new product owner to prioritize the product backlog.

Regulatory compliance issues discussed in the meeting.

Recruiting, onboarding, and training new developers.

47. A project manager is preparing to start a new project in which the team members are distributed geographically across different countries. The project manager is using the communications management plan to engage the team members and find a communication method that suits everyone.

How should the project manager continually evaluate the effectiveness of the virtual team's engagement?

Collect feedback from the team to discuss alternatives to enhance the communication.

Conduct individual meetings to create a trusting environment with team members.

Establish periodic face-to-face meetings and address the communication topic.

Hold meetings in accordance with the team members’ preferences and availability.

48. A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, but management wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach. Most of the team members complained about changing approaches because the performance of this team has always been above average among the IT teams in the bank.

Which two actions should the project manager take? (Choose two)

Interview the most resistant team members to persuade them to try to accept an agile approach.

Conduct training sessions with the team so that the team can understand what the agile approach and mindset are.

Ask the team to identify the product backlog and create a kanban board for the team to manage and follow the approach.

Meet with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile.

Brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team.

49. A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration.

What should the project manager do?

Bring the SME on board immediately and discuss the implications later.

Ask the existing team members to collaborate with the SME and complete the activity.

Ask the SME to complete all of the necessary changes, which will save time.

Direct the team member to ignore the SME's changes as they were not planned.

50. A project manager is working on a multinational project that has more than 100 stakeholders. The project manager is concerned about the appropriate stakeholder participation and involvement level required for successful project delivery.

What should the project manager do?

Communicate with the stakeholders to find a solution.

Review the issue log with the project stakeholders.

Evaluate the stakeholder engagement assessment matrix.

Perform a stakeholder assumption and constraint analysis.

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51. 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?

Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.

Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

Review the project approval requirements in the project charter and confirm who will be approving the project.

Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.

52. A project manager has been assigned to a new project that will be delivered using an agile framework. The sponsor is asking for a cost estimation to build the business case.

What should the project manager do?

Ensure the client representative is involved in the estimation.

Review the completion costs of similar projects.

Ensure that a 20% contingency is included in the estimation.

Review the lessons learned from similar projects.

53. Key decision makers are meeting to define the objectives of a new database migration project. There are many disagreements about scope and time lines among the leaders of various company departments.

How should the project manager impartially prioritize the requirements to be integrated?

Retain only requirements that result in profitable revenue growth.

Ensure the CEO selects the requirements from all department leaders.

Give each department a fixed budget that will cover ten requirements.

Rank the requirements with the highest benefit-cost ratio as more important.

54. Eight highly qualified experts have been assembled to work for a 6-month period on an a specific aspect of an organization's product development process.

How should the project manager support this team to succeed?

Hand over control of specific aspects of their roles as experts and let them agree on their own timelines and targets.

Bring in a senior colleague who is also an expert to ensure the team is on track to achieve the goals and objectives.

Define roles and targets for all team members and regularly follow up with one-to-one meetings to review progress.

Work with the team members to define the overall objective and support them to engage around the goal.

55. While a project manager is trying to build the first baseline for a project, a change request is being sent from one of the functional managers.

What should the project manager do?

Discuss this with the functional manager and related parties.

Reject the functional manager's change request immediately.

Analyze the impact of the change request on the project.

Apply for a formal change control board (CCB) approval.

56. A project manager is working on a complex project with a high degree of change.

What strategy should the project manager use to ensure a successful project completion?

Update the project management plan to reduce the possibility of scope creep.

Schedule a regular risk review with the project management team.

Increase the active engagement and participation of key stakeholders.

Create a project change roadmap to keep track of all unforeseen changes.

57. A project manager is developing the stakeholder register and is having trouble understanding the motivation of some of the stakeholders.

What should the project manager do to get this information?

Organize a one-on-one conversation with each stakeholder.

Request stakeholders articulate their motivations at the kick-off meeting.

Email project objectives to all stakeholders and ask for endorsement.

Identify each stakeholder's motivations from the business case.

58. An agile team has completed five sprints. The final product is expected to be delivered in another three sprints. The project manager receives a call from the technical resource manager that one of the developers must take leave for the next 4 weeks, with no temporary replacement available. This is going to significantly impact the deliverable.

What should the project manager do?

Perform an impact analysis, readjust the schedule as needed, and communicate the changes to the customer.

Ask the product owner to stretch the delivery team further to complete the final product in the original timeline.

Inform the customer of the impact immediately and prepare for escalation.

Request additional funding from the sponsor to obtain a new resource to fill in the gap.

59. In the daily check-in meeting, a team member informs the project team that the licenses for one of the components that will be used will expire in a couple of months. The licensing cost is significant.

What should the project manager do next?

Evaluate the impact of nonrenewal of the license.

Escalate the licensing issue to the product owner.

Add a spike to the backlog for an alternative design.

Raise a change request to secure the renewal.

60. 1.An organization is initiating a project that will be using new technology. The complexity of the project requires excellent technical skills. After reviewing the proposed project management plan, the project sponsor asks for options to reduce the labor cost without introducing risk to the project delivery.

What should the project manager do first?

Review the risk register and assign functional managers as resources.

Analyze the resource pool and assign internal resources who participated in past projects.

Perform an analysis of the key cost drivers and present alternatives.

Review the work breakdown structure (WBS) to ensure there are adequate resources.

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61. 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?

Update the product backlog item with this new requirement.

Escalate the issue of project impact to the project sponsor.

Escalate the issue of project impact to the product owner.

Update the stakeholder register to include the requirement owner.

62. A vendor has manufactured a complex product. During a factory acceptance test, several deficiencies were identified. Product delivery is on the critical path, and any delay would impact project completion.

What should the project manager do?

Initiate regular conference calls with the vendor for status updates to keep this item in focus.

Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site.

Assess the schedule impact and evaluate the most feasible solution to keep the project on track.

Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.

63. An agile project will be delivered to a client based on a fixed price in cryptocurrency. Due to the volatility of cryptocurrency, both parties have agreed to adjust the scope to the value of the cryptocurrency at the end of every iteration and halt the project when the agreed price is reached.

Which approach should be used in this situation?

A flow-based approach starting with the smallest stories.

An iterative approach starting with the highest value epic.

A predictive approach with short phases.

An incremental approach with a minimum viable product (MVP).

64. A major public-transportation construction project is aimed at significantly reducing emissions. The project has been severely delayed due to noncompliance with environmental codes and bylaws.

What should the project manager have done to prevent this?

Incorporated sufficient schedule reserves based on similar delays in past projects.

Appointed a senior environmental compliance officer to report directly to the project manager.

Mapped environmental compliance requirements, identified risks to achieving them, and prepared mitigations.

Approached the regulator for a partial waiver in light of the environmental importance of the project.

65. A project to build a new energy plant was just completed. However, a few days before operation of the plant, the local community protested and closed access to the plant. They argue that an important natural reserve was impacted and prior consultation was not done by the project team.

What should the project manager verify first?

Stakeholder engagement plan

Risk management plan

Business case

Cost-benefit analysis

66. 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 convinced that the return on investment (ROI) can be achieved.

How should the project manager address this issue?

Re-visit the project charter and seek other alternatives.

Proceed and issue the purchase order as this project is important.

Speak with the CEO and ask for their support to approve the offer.

Analyze the bounds of negotiations for project agreements.

67. 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?

Invite the board member to the next daily standup.

Invite the board member to the next sprint retrospective.

Invite the board member to a separate demo.

Invite the board member to the next sprint review.

68. A project manager is leading a hybrid project and is collaborating with the client to develop the project contract.

Some delays have been experienced due to unforeseen technical difficulties and new dependencies. However, the project manager is optimistic about recovering the delays in the upcoming sprints. A key stakeholder asked the project manager if the contract deadlines can be met.

What should the project manager do first?

Study the contract terms and deadlines to ensure they are not under risk and confirm them with the stakeholder.

Clarify the current work progress, causes for delays, existing risks, and planned corrective actions.

Submit a request for extra time and budget related to the dependencies and technical difficulties.

Ask the stakeholder to remain calm and confirm that they are participating in all team meetings.

69. A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award.

How should the project manager utilize the award?

Meet with the team members and ask them how to spend the reward.

Arrange a luncheon for all team members and include team-building sessions.

Draft a points system to allocate a portion of the money for each resource.

Allocate the reward to the team leaders to spend on the team as they see fit.

70. A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager.

What should the project manager recommend that the CEO do first?

Create a framework to justify project execution.

Utilize an agile approach for all upcoming projects.

Create a framework to support project success.

Utilize a predictive approach for all upcoming projects.

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71. A project is ending its fifth out of six iterations. During the iteration review, a customer adds a new regulatory feature that exceeds the capacity of the remaining iteration.

What should the project lead do?

Invite the stakeholders to discuss a new prioritization.

Estimate the management to replace the customer service manager.

Increase the team capacity to finish the project on time.

72. A project manager is assigned to a new project. The project is for a new product that the company wants to launch as soon as possible to test market readiness. The project is part of a large business transformation, and the objective is to open delivery channels for the new product.

Which delivery approach should the project manager recommend?

An adaptive approach with clearly defined user stories.

A predictive approach with an experienced project team.

A predictive approach with clear acceptance criteria.

An adaptive approach with loosely defined large epics.

73. A project manager assigned to an education project needs to train a workforce in application development. The customer is responsible for providing the training center, and the deadline to start the first training is in 2 weeks. The customer calls to say that the center will not be available in 2 weeks due to some unforeseen problems.

What should the project manager do next?

Apply the terms and conditions of the contract with penalties.

Issue a change request to reflect the anticipated date for training.

Help the customer find an alternative location to start the training.

Update the project schedule with the new date for training.

74. A senior manager attends one of the project review meetings and expresses concern that the project will not meet the quality standards.

What should the project manager do?

Estimate the backlog items to forecast quality.

Ask the senior manager to approve the user acceptance testing (UAT) plan.

Review the quality management plan with the senior manager.

Inform the senior manager that there are approved quality standards.

75. According to this burnup chart for the last 7-day sprint, what should the project lead address with the product owner and team?

The product owner should not ask the team to change their sprint commitments.

The team is accepting too much work in the sprint after it has started.

The team is not meeting the expectations of the product owner.

The team should have stopped on day 4 and started a new sprint.

76. An agile team is developing a new content management system. Some of the team members are struggling to deliver certain features since they have never worked on this type of solution.

What should the project manager do?

Replace the members with new members who understand the system.

Encourage the team members to make changes directly in the system.

Ask the team to read through all of the available system documents.

Encourage the team to hold a knowledge-sharing session in each iteration.

77. An agile team is required to address a technical, complex requirement that has no visual deliverable to show the customer.

What guidance should the product manager provide to improve the requirement development?

Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of the complex work.

Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project.

Allow the team to focus and complete the complex work because it will reduce the risk of finding issues later in the project.

Inform the customer that there will not be any deliverable due to the complexity involved in the requirement.

78. In a daily standup meeting, a project manager notices that a team member's reports include incomplete tasks with no impediments. A colleague informs the project manager that this team member is experiencing a personal issue.

What should the project manager do?

Coach the team member on how to keep work and personal issues scjparate.

Ask the human resources (HR) manager to speak with this team member.

Reallocate this team member's tasks to others for the immediate future.

Understand the team member's personal issue and offer them support.

79. A project manager is managing an agile project for the first time. Early on, the project manager discovers the team is struggling to agree on the scope of a feature during a sprint.

How should the project manager help the team resolve the issue?

Direct the senior-most member to determine the scope on behalf of the team.

Discuss this with the team and decide what the scope of the feature should be.

Ask the team to log the story in the product backlog and move on to the next feature.

Encourage the team to collaborate to resolve their understanding of the feature.

80. A company is initiating a project to enhance one of its existing products. All of its products are developed internally.

What should the project manager do?

Ensure the stakeholder engagement plan is accurate and properly documented.

Review the lessons learned from the previous project.

Create a lessons learned document for the initiation phase.

Identify the risk of implementing the new solution and evaluate the impact on the project.

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81. 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?

Acknowledge the impediments and facilitate their resolutions.

Note the impediments and escalate them to the product owner.

Note the impediments and work on addressing them later.

Assign actions to all stakeholders and oversee their implementation.

82. 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?

Continue to perform the last phase of the project with the project team as this will benefit the organization and provide a competitive edge.

Talk to the business team about the project phase and the team's commitment, and request a monetary reward for the team.

Speak with the project management office (PMO) and request a 2-week extension of the schedule so the team can have rotational time off.

Meet with the horizontal team managers to recognize the team members and give rewards and promotions upon completion of the project.

83. During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone.

How should the project manager approach this situation?

Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.

Focus on the deliverable of the next project milestone as per the client's strict instructions.

Review the change management plan to discuss early benefits realization with the client.

Evaluate whether the client's request will add extra features to the project deliverable.

84. A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product.

What should the project manager do?

Use the remaining time and resources to add additional scope to the project without spending the project budget.

Ensure product quality by spending the remaining resources and time on additional quality checks for the product.

Acknowledge the project closure criteria has been met and release the remaining budget and resources.

Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.

85. A customer is concerned about the time required to complete a project and is asking the project team to reduce the number of iterations required to complete the product.

Which approach should the project manager take?

Ask the team to raise blockers or impediments in daily meetings.

Prioritize deliverables based on business value and define frequent releases.

Ask the team to challenge the project estimations for a faster delivery.

Prioritize the tasks with high risks to reduce the number of iterations required.

86. After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work (SOW).

These changes would improve the project outcome.

What should the project manager do next?

Conduct an audit on the procurement process and inform the vendor about the audit's observations.

Assess the situation as an opportunity for improvement and perform a risk analysis.

Consult the list of selected vendors for the bid and evaluate a possible change of vendor.

Revise the procurement control process to avoid undesired changes that might affect the schedule.

87. A company is interested in reducing production costs in one of its production lines. When the project charter was about to be approved, one of the key stakeholders questioned the project's value and caused a delay in the approval.

What should the project manager have done to avoid this setback?

Assessed feasibility and impacts

Developed benchmarking

Analyzed stakeholders

Detailed the project charter

88. A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity.

What should the project manager do to support the backlog prioritization?

Prioritize the item flagged as high business value and low complexity for this sprint.

Support the team to move both items to the next sprint when the team will know more.

Facilitate the discussion until the team reaches an agreement about the two items.

Prioritize the item flagged as a dependency with low business value and high complexity.

89. A project manager is well informed on the industry standards of the organization and believes that they are not reflected in the project deliverables.

What should the project manager review next?

Quality process

Quality management plan

Organizational process assets (OPAs)

Project charter

90. 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?

Speak individually with the team members who do not participate in conversations.

Manage time efficiently using the agenda and ask each participant to contribute.

Speak individually with the team member who always disrupts the conversations.

Start the meeting with a review of the ground rules, meeting objectives, and the agenda.

Page 10 of 13

91. During initiation of a new product improvement project, a project manager finds historical data showing that a similar project resulted in customers complaining of an even worse user experience compared to the previous product version.

How can the project manager prevent this outcome in the new project?

Hire a consultant to perform a benefit analysis as an input to the project charter.

Define a user focus group as external stakeholders with a high influence on outcomes.

Define a high-level risk and plan mitigation after completing the work breakdown structure (WBS).

Hire a team of external users to perform acceptance testing on the product.

92. An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.

What should the project manager have done to prevent this from happening?

Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.

Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.

Ensured the stakeholder who was providing additional funds remained interested in the project.

Ensured the project team monitored and reviewed the project risk register periodically.

93. An organization is transitioning to agile delivery, and a new team has been assembled. A project is not going well because the variation of the team velocity is very high and every sprint delivers less than committed. A new project lead with a strong technical background has been assigned to the project.

What should the project lead do?

Ask that estimations be provided only by senior developers.

Allocate more time for estimation in the sprint planning.

Review and update the estimations in the daily standup.

Recommend a different estimation method in the retrospective.

94. A project sponsor insists that the project scope for a new product launch should include two geographical locations. However, after the project scoping session was done, a project charter was completed and approved with one location only.

What should the project manager do?

Ask the sponsor to increase the budget and schedule of the project to accommodate the additional scope.

Encourage the sponsor to start another project for the additional location so that the current project is not impacted.

Assess the impact to the scope and submit a change request for approval of the two locations before including them in the scope of the project.

Discuss with the sponsor that the project scope is approved and it is not possible to include two locations as it will affect the budget.

95. A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements.

What should the project manager do?

Refer to the configuration management knowledge base for similar projects delivered in the past.

Arrange for a workshop with the customer to understand the business values expected from the outcomes.

Include a representative from the customer to work collaboratively with the team.

Acknowledge that the current team needs improvement and hire more qualified team members.

96. A team has been working for some time on a project with incremental deliveries. The project manager noticed that one of the team members is less engaged in team meetings, yet delivers promptly. While discussing the source of demotivation, the team member informed the project manager that this is due to a feeling of lack of skills in dealing with new tasks.

How should the project manager address the issue?

Create a self-paced learning plan with the team member during working hours, with checkpoints on learning progress.

Review which tasks the team member would feel more motivated to work on, then assign those tasks to the team member.

Replace the team member with a resource from another team who already has the requisite training and skills needed.

Discuss growth and development needs with the team member and provide learning opportunities accordingly.

97. A project manager has been assigned to lead an IT project to store information on sold lottery tickets. During the project execution, a failure in the system caused 10 numbers to be sold two times. This happened during the month of greatest demand because the prize was the highest of the year. The project team is concerned that one of those tickets could be the winner.

What should the project manager do first?

Reassure the sponsor by explaining the probability of this risk materializing is extremely low.

Carry out tests to verify that the system does not fail again due to the high occurrence of events.

Review the list of risks to verify that this issue was considered and execute the detailed action plan.

Inform the sponsor about the issue and make a request for sufficient funds to be made available.

98. A large multi-national company works on a project in an emerging-economy country. All business matters are conducted in local currency. During the course of the project, the budget becomes the primary concern due to currency instability in the country.

What should the project manager do next?

Evaluate the situation with the team

Escalate the risk to the project sponsor

Use the project's contingency reserve

Ask for additional budget from the client

99. A project manager is leading a hybrid project that is building an app for a travel industry startup. Due to unforeseen events, the features and the overall solution will not be useable by many customers due to new travel restrictions.

What should the project manager do first?

Release the team and help them achieve their potential on a new project.

Ask the organization's management for advice regarding the project's direction.

Assess the environmental changes and recommend a pivot for the project.

Pause the project if business value cannot be reached and collect lessons learned.

100. A team member who is working on a critical project deliverable reported that their computer is not working. The IT department says that due to a high workload, they will not be able to provide assistance for 1 week.

How should the project manager address this situation?

Ask the team member to find an innovative solution or workaround to overcome the issue and avoid project delays.

Schedule a meeting with the project sponsor to request a budget to buy or rent a new computer.

Explore options with the IT department to expedite the necessary repairs based on criticality of the project.

Use project reserves to buy new equipment to avoid an impact to the critical path of the project.

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101. A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework.

How should the senior project manager respond?

Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.

Monitor resource allocation to ensure that team members work 8 hours per day.

Assign project tasks to the team regardless of their skills to accomplish the project schedule.

Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

102. A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk.

The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action.

Which document should the project manager review with their team?

Risk management plan

Quality management plan

Communications management plan

Procurement management plan

103. A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty.

What strategy should the project

manager use to manage these risks using an agile approach?

Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project.

Implement a scrum risk retrospective to analyze the risks at the end of the project.

Assign an agile risk manager to better understand and track the project risks.

Evaluate the risks constantly and reprioritize work as the project progresses.

104. A project lead is working on an agile project to build the team's vision, including the decision-making process. It was decided that the team will

vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team

makes a decision that the project lead strongly disagrees with.

How should the project lead proceed?

Refuse to let the team proceed with the work based on their decision.

Take the technical team lead aside and try to persuade them to change their vote.

Note the reasons for the disagreement and let the team proceed.

Set up a meeting with the project champion and ask them to intervene.

105. A company that uses a predictive approach and operates in a highly regulated market is losing profitability because its product life cycle is taking longer than those of its competitors. A new project manager has been hired to change this scenario.

What approach should the project manager propose?

Change to an agile model, focusing primarily on the incremental life cycle, leaving the iterative approach as a next step.

Maintain a predictive approach, but increase the focus on better planning and tracking to anticipate problems and avoid delays.

Migrate to an agile model, focusing primarily on an iterative approach, leaving the incremental life cycle as a next step.

Propose a hybrid approach, leveraging the benefits of an agile approach while respecting some aspects of the company’s industry.

106. A project manager works in a matrix organization and is managing an internal software development project that is intended to reduce conflicts in the company's internal tracking system. During development, the project manager is informed that the software has to account for an unexpected change to government accounting requirements. The development team was able to make the change with no additional cost; however, the project manager notices that the testing costs are beginning to exceed the testing budget.

What should the project manager do?

Update the basis of estimates and the cost management plan to track the additional funding required for testing.

Ask the project sponsor to allocate funds from the contingency reserve to fund the additional testing.

Submit a change request to the cost baseline through the governance process to fund the additional testing.

Conduct a cost-benefit analysis to determine if the funds can be reallocated from the development team.

107. A project manager is leading a project that includes several organizations with unique corporate cultures. These diverse corporate cultures are affecting project expectations. The varying expectations often lead to conflicts, which often require the project manager's involvement.

What should the project manager do first to evaluate the cultural differences within the organizations?

Establish a probability and impact matrix and plan response criteria.

Disregard the situation since it is not hindering the project deliverables.

Develop a joint policy among the various organizations.

Escalate the issue to the project sponsor and seek their guidance.

108. A member of the project team always extends discussion topics, taking more time than necessary during project team meetings. Other team members feel this member is not being considerate of their time.

What should the project manager do?

Explain to the team that open discussions are needed but remind the team to follow the ground rules.

Ask this member to only discuss the current topic to achieve team efficiency.

Ask the team to accept the input from this particular member as their input may be useful.

Allow the self-organized team to discuss the situation among themselves and come to a resolution.

109. A project manager has been assigned to a project after the charter has been approved. While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed.

What should the project manager do next?

Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed.

Start the project and deal with these budget issues as they arise throughout the project life cycle.

Add the missing budget items to the risk log and present them in the next project steering committee.

Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy.

110. A project manager and project team are developing a strategic approach to engage the internal and external stakeholders.

Which approach should be followed?

Schedule status meetings with all stakeholders to allow their participation in all project discussions and reports.

Analyze both internal and external stakeholders and develop a customized engagement strategy for each stakeholder.

Involve only the internal stakeholders, as the external stakeholders should not have access to confidential information.

Classify all high-risk stakeholders and request that the project sponsor communicate directly with them.

Page 12 of 13

111. An unforeseen event has shut down public works projects for 4 weeks. Activities on the critical path will fall behind based on the project schedule.

What should the project manager do?

Add 4 additional weeks to the schedule and request additional resources.

Ask the sponsor to obtain a special work permit to continue work.

Review the project management plan to see the impact of the possible delay.

Crash the resource management plan to keep the schedule on track.

112. A distributed project team has communication issues because of their collaboration tools.

The team feels that efficiency could be improved by changing the collaboration platform.

What should the project manager do?

Discuss this with the project team and select the appropriate tools.

Inform the project team to continue using the current tools.

Implement the communication tools used by other project teams.

Escalate the issue to the sponsor and ask them to decide.

113. A new team member has joined a project team. During the first sprint, the new team member approached the project manager and requested to implement a new way of testing. The team has been resistant to the proposed change.

What should the project manager do?

Ask the new team member to focus only on development and not do the testing.

Coach the new team member to conduct the testing the way it has always been done for this project.

Schedule a meeting with the new team member to learn about the new method of testing.

Request that the new team member do the testing the way it has always been done for this project.

114. There is a conflict on an agile project about following organizational processes, many of which do not add any value to the project.

To resolve this, which one of the following should be regarded with the highest priority?

Needs of the customer

Needs of the project manager

Needs of the agile lead

Needs of the organization

115. A project manager has recently been assigned to a new project. When the project manager first meets the project team, the team tells the project manager that all of the management plans and documents for the project are missing.

What should the project manager do?

Ask the stakeholders to develop all of the project artifacts so the project team can continue their scheduled activities.

Create the project management plans with the project team and share the documents with the stakeholders.

Continue working on scheduled tasks to avoid delaying the project and leave the development of project artifacts for later.

Adapt the project management plans and documents from previous executed projects in order to save time.

116. A team has individual daily start times for each team member. Sometimes the overlap between team member working hours is short. During those times, the interactions and work as a team are reduced and ineffective.

What should the project manager do?

Inform the team members who are joining late to join early and work together.

Allocate the overlap time for each team member and ask them to adhere to the schedule.

Ask the team to define a team charter and agree on core working hours.

Ask the team to start at the same time to obtain the maximum number of team working hours.

117. A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements.

What should the project manager do first?

Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted.

Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding.

Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables.

Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

118. A project stakeholder complained that they did not receive an important delivery that was stated in the schedule. The team member responsible for this deliverable explained that they sent an email to the stakeholder, advising them that the deliverable would not be delivered on time.

What should the project manager have done to avoid this situation?

Ensured that the team member did not communicate directly with the project stakeholder.

Confirmed that the stakeholder was made aware of the delivery delay.

Told the team member to send the unfinished deliverable to the stakeholder and finalize it later.

Communicated with the stakeholder directly regarding the delivery delay.

119. 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?

Support the decisions of the team and transfer the decision making responsibility to them.

Consult the product owner about letting the resources make decisions.

Schedule a steering committee meeting and obtain their approval on the request.

Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions.

120. In the initiating phase of a project, the project manager and team members are prioritizing the product backlog along with the product owner.

What should the project manager do next?

Produce a value-added product for the customer as continuously as possible.

Produce a value-added product for the customer in the beginning of the project.

Produce a value-added product along with the supporting documentation.

Produce a value-added product for the customer in each phase of the project.

Page 13 of 13

121. A project team is implementing an enterprise notification tool with a vendor. The project manager noticed that this vendor's developer has been reporting the same status for several weeks in a row. A few days later, the vendor communicates that the deliverable will not be completed on time due to resource constraints within their company.

What should the project manager do next?

Update the risk register to reflect the delay, communicate the impact to the schedule, and escalate to management for assistance.

Conduct a project review with the project sponsor to explain the delay and add a developer to work with the vendor.

Review the contract with the vendor to go over the financial penalty that is applicable to this situation.

Add the delay to the issue log and work with the vendor for a resolution that will bring the schedule back on track.

122. A project is on its fourth iteration out of six. During iteration planning, a team member informs the project manager that their computer is not working.

What should the project manager do next?

Suggest that the team member contact the IT department.

Facilitate a priority resolution of the issue with the IT department.

Update the issue log and escalate the problem to the product owner.

Ask the other team members to step in and do the work.

123. Two members of a new project team disagree on the best approach to solve a problem. The conflict has been going on for 1 week. The two members are tense around each other and are taking everything personally.

What should the project manager do?

Help the team members to resolve the conflict in a way that results in the best team performance.

Offer a compromise that is acceptable to both team members, even if it may not be the best solution.

Understand each team member's argument and select the one that results in less risk to the project.

Send both team members to the human resources (HR) department for an acceptable resolution.

124. A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production.

One particular pain point is the transition to operations, where the issues usually arise.

What should the project manager do to improve this scenario?

Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides.

Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress.

Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities.

Foster stakeholder participation by engaging them early on the backlog discussions.

125. CORRECT TEXT

An agile team has sized all of the features for the release.

Using the table above, how many sprints will it take to complete this release if the team is expecting to have a velocity of 10 story points per sprint?

A 1

B. 95

C. 6

D. 4

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