PMP Practice Exam Questions and Answers

A.  

The deliverables that are performing well and those that need more work.

B.  

Metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables.

C.  

Potential changes to the project's strategy and the feedback from senior executives.

D.  

Specialized reports created specifically for the meeting as per directions from the project sponsor.

A.  

Work with the procurement team to find alternative options.

B.  

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

C.  

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

D.  

Ask the project sponsor to expedite the vendor selection process.

A.  

During the sprint review, ensure that the completed items deliver business benefits.

B.  

Present in detail the business benefits delivered in the sprint during the sprint retrospective.

C.  

During the daily standup, ensure that each item meets the definition of done (DoD) before accepting it.

D.  

Review in detail the criteria for the definition of done (DoD) for each item during the sprint planning.

A.  

Register the issue as a risk with the project team members.

B.  

Review the project schedule with project team members and the suppliers.

C.  

Advise the procurement department to develop a new supplier strategy.

D.  

Use the procurement and risk management plans to manage this issue.

A.  

Use a different project life cycle approach for the different parts of this project by adopting a hybrid approach.

B.  

Separate the tender into two parts, one for the building and one for the equipment, with careful selection of contractors.

C.  

Lock down the requirements for the equipment early and avoid any changes during further phases of the project.

D.  

Put a fixed price contract out to tender for the research building and issue a cost-reimbursable contract for installing the equipment.

A.  

Define a plan on how communication throughout the project will be handled among the stakeholders.

B.  

Set up a project dashboard to show day-to-day project status across the company.

C.  

Invite key stakeholders to retrospective and review sessions to receive feedback as often as possible.

D.  

Invite upper management to process workshops where current project statuses will be discussed.

A.  

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

B.  

Remove the deliverables from the iteration backlog.

C.  

Meet with the stakeholders and request a solution.

D.  

Ask the team to work on the unblocked deliverables.

A.  

Onboard a new project team member who has testing skills.

B.  

Provide training to the entire team so they all will be able to perform tests.

C.  

Support the team to identify an approach to resolve the problem.

D.  

Ask the development team to slow down so the testers can catch up.

A.  

Refer to the roles and responsibilities for the agile team.

B.  

Schedule a meeting with the Scrum Master and Product Owner.

C.  

Emphasize that the Scrum Master has the responsibility to conduct the sprint planning.

D.  

Contact the customer to understand the request in order to make a decision.

A.  

Inform the customer that the project scope is completed and that further enhancements will require the initiation of a new project.

B.  

Tell the client that any extra work will require new scoping and pricing before the team can start additional enhancements.

C.  

Adjust the project completion requirements to the proposed enhancements and inform the project team of the additional work.

D.  

Explain to the customer that the project has been completed and enhancements will follow the change management process.

A.  

Put the tasks with estimates in the backlog and clarify that the project will not need any reserves.

B.  

Sequence the tasks with estimates and add standard risk reserves to use for software development.

C.  

Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly.

D.  

Work with the team to understand their views and add the appropriate dependencies and risks.

A.  

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

B.  

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

C.  

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

D.  

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

A.  

Negotiate a contract change with the subcontractor.

B.  

Meet with the client to discuss the issue with the subcontractor.

C.  

Inform the subcontractor that they must send the schedule.

D.  

Tell the subcontractor to submit a draft schedule.

A.  

Explain to the stakeholder that it is up to the project sponsor and the client to determine if the project still has the perceived business value.

B.  

Inform the stakeholder that the project will still proceed to completion because the project charter has already been approved.

C.  

Consult the remainder of the stakeholders and the sponsor to determine if they have the same concern.

D.  

Validate the business value with the stakeholder by ensuring each requirement is still aligned to the business and project objectives.

A.  

Escalate to the project sponsor to provide a solution to the conflict.

B.  

Interpret the source and stage of the conflict and select a resolution approach.

C.  

Apply a compromising resolution approach, involving both groups.

D.  

Ask the functional managers of both groups to help find a workable solution.