PMI PMP Exam Questions

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61.

Debbie is the project manager for a new manufacturing project. She knows there is some potential upset in the labor market that could affect her project because of a planned labor strike contingent upon large players in the industry making changes. It is unclear whether or when it will occur. Which of the following best describes what Debbie should do to assess the feasibility of the project schedule she is planning?

  • What-if scenario analysis

  • Root cause analysis

  • Affinity diagram

  • Nothing; the strike either happens or it doesn't.

Correct answer: What-if scenario analysis

A What-if scenario analysis allows multiple scenarios to be run to determine the feasibility of scheduling items. If the labor strike happens, what impact will it have on the schedule? If it happens early in the project but ends quickly, how does that affect the impact? These are the types of questions that can be answered by a what-if scenario analysis. They are especially helpful for determining possible impacts from external conditions.

A root cause analysis determines the causes of problems, and in this case, the cause is not the main factor to consider.

An affinity diagram shows grouped ideas for further review and analysis, not the potential impact of various scenarios.

Doing nothing will raise the level of uncertainty and therefore increase the overall project risk.

62.

A company has a mission that incorporates volunteer work for all employees into their working time. Staff is given time away from their projects so that they can volunteer with the cause of their choice. Which of the following best describes the enterprise environmental factor within the organization in this scenario?

  • Organizational culture

  • Social influence

  • Political climate

  • Marketplace conditions

Correct answer: Organizational culture

Organizational culture includes aspects of an organization such as mission, values, beliefs, cultural norms, and leadership style. It is also the only option listed that is an internal factor.

Social influence is incorrect because it refers to an external influence and the question asks about factors related to the organization.

Marketplace conditions and political climate are external influences and do not refer to the corporate mission of incorporating volunteer time.

63.

You are in the phase of monitoring project work and realize there is an increase in cost that was not captured in the original budget. To evaluate the issue, you analyze, observe, and evaluate all associated costs. As the project manager, what have you gathered?

  • Work performance data

  • Planned value

  • Earned value

  • Performance indicators

Correct answer: Work performance data

This includes data from the project associated with the costs incurred. Work performance data are raw observations and measurements found during activities from the project work.

"Planned Value" and "Earned Value" are not correct. These are calculations performed under the earned value analysis.

"Performance indicators" is incorrect. These are measures to quantify the project's success.

64.

A team is in the second month of development on a software project for a new virtual education product. A disagreement arises in a team meeting about whether defects found during quality control need to undergo change control as well. A few team members agree that all defects should undergo change control, but the others remain unconvinced. Which of the following statements is TRUE?

  • Defects in deliverables, corrective actions, and preventive actions need to undergo change control.

  • Corrective actions do not need to be included in change control procedures.

  • Preventive actions do not need to be included in change control procedures.

  • Only defects should undergo change control.

Correct answer: Defects in deliverables, corrective actions, and preventive actions need to undergo change control.

"Any defects in deliverables, corrective actions, and preventive actions are subject to change control" is the only true statement listed. Some changes may even be initially conveyed verbally, but all changes should be entered into the change control process.

65.

Stephan, the CEO, resigns, leaving a gap in corporate leadership. The board of directors appoints an acting CEO while they mount a search for a permanent replacement. Stephan was very supportive of a company program that created and implemented employee benefits packages, even personally vouching for their success to the board when they expressed concerns. The acting CEO has no experience with this type of program and does not understand its value. Which of the following best describes what the program team lead should do?

  • Update the risk register

  • Create a decision tree

  • Approach the board with concerns

  • Nothing; the board will handle the CEO search

Correct answer: Update the risk register

Updating the risk register is the correct answer because the change in leadership, an internal organizational factor, is a risk to the projects in the program. A decreased level of support from executive leadership can have negative effects on the program, and it should be recorded in the risk register so that it can be properly tracked and managed.

A decision tree depicts branches of possible answers to decision questions; it does not refer to assessing or evaluating the impact of the CEO change.

Approaching the board with concerns is incorrect because the risk of the CEO change has not yet been recorded or evaluated.

While it is true the board will handle the CEO recruitment, doing nothing is not the best option because it does not address the potential impact on the program.

66.

The project manager calculates the Schedule Performance Index (SPI) and finds the result is 0.65. What does this tell the project manager?

  • The project is only progressing at 65 percent of the planned rate.

  • The project will only cost 65 percent of the planned budget.

  • The project will cost 65 percent more than budgeted.

  • The project is 65 percent complete.

Correct answer: The project is only progressing at 65 percent of the planned rate.

The Schedule Performance Index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. The formula to calculate SPI is:

Schedule Performance Index = Earned Value / Planned Value or SPI = EV / PV

  • SPI > 1 means the project is ahead of schedule
  • SPI = 1 means the project is on schedule
  • SPI < 1 means the project is behind schedule

An SPI of 0.65 tells the project manager that the project is only progressing at 65 percent of the planned rate and is behind schedule.

67.

A project manager needs to understand the changing landscape of a particular industry. Which of the following BEST describes a method of information gathering they can use?

  • Consult subject matter experts.

  • Inquire of team members to see what they know.

  • Ask senior management.

  • Research the topic.

Correct answer: Consult subject matter experts

Consulting subject matter experts is correct because seeking expert judgment is helpful when planning and executing a project. It can provide information on everything from data security best practices to industry-specific details.

While it is good to rely on team knowledge, when it comes to specifics of a particular topic it is best to seek expert counsel.

Some senior managers may be subject experts who can provide insight, but this is not the best choice of the given options.

Researching the topic may be an appropriate approach, but consulting with experts is likely to yield more valuable information that can be applied directly to a project.

68.

You are leading a project that will need to get a few documents signed off by various leaders within the company in different parts of the world. The document was denied due to not meeting standards within these countries. What is your BEST course of action? 

  • Perform quality control checks

  • Escalate to the project sponsor

  • Talk to the senior stakeholder

  • Update the risk register

Correct Answer: Perform quality control checks

Quality control checks are part of the quality control process that verify the project outputs are correct, complete, and meet the customer's expectations. The situation explains that the documents were inaccurate with quality concerns and must be tailored to the region's regulations before stakeholders sign off on the document.

Escalating to the project sponsor or talking to the senior stakeholder is not necessary at this stage and may not address the root cause of the issue.

Updating the risk register is necessary if the issue is identified as a risk to the project. However, performing quality control checks is the most important step in addressing the issue and ensuring the documents meet the necessary standards.

69.

An unanticipated change in government regulations has impacted your project schedule and created a delay. On investigation, you have determined you can bring the project back on schedule by assigning two new team members to work on a specific project deliverable. What should you do FIRST to resolve the issue?

  • Submit a change request

  • Reach out to the functional manager

  • Perform resource leveling

  • Develop a schedule

Correct answer: Submit a change request

Since this question focuses on what a project manager should do first, the best answer here would be to submit a change request since the options have been provided and the situation has been evaluated.

Reaching out to the functional manager would not be relevant in this situation as it does not address the issue of the delay caused by the change in government regulations.

Developing a schedule would not be appropriate as the project schedule already exists, and the issue is the delay caused by the change in government regulations.

Performing resource leveling should be done after the project manager gets approval on the change request.

70.

You are a project manager and you find yourself constantly dealing with conflict among your team members. Which of the following is NOT a conflict resolution method?

  • Elaboration

  • Forcing

  • Smoothing/Accommodating

  • Withdrawal/Avoiding

Correct answer: Elaboration

Ken Thomas and Ralph Kilmann describe six ways to address conflict by focusing on the relative power between individuals to maintain a good relationship.

  1. Confronting/Problem Solving: Confronting a conflict treats the conflict as a problem to be solved. This approach is used when the relationship between parties is important and when each person has confidence in the other party's ability to problem-solve.
  2. Collaborating: Collaborating involves incorporating multiple viewpoints and insights from differing perspectives; it requires a cooperative attitude and open dialogue. There must be trust among the participants and time to come to a consensus. A project manager may facilitate this type of conflict resolution between project team members.
  3. Compromising: Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This is generally used when the parties involved have equal "power."
  4. Smoothing/Accommodating: Highlighting areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony.
  5. Forcing: Forcing is used when there is not enough time to collaborate or problem-solve and involves pushing one's viewpoint at the expense of others. This is usually enforced through a power position.
  6. Withdrawal/Avoiding: Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.

Elaboration is not a conflict resolution method.

71.

David is using one of the tools used to manage risk in a project. It is a table showing various thresholds for different levels of risk in the project. What tool is David using?

  • Probability and impact matrix

  • Impact scales

  • Risk register

  • Issue log

Correct answer: Probability and impact matrix

The probability and impact matrix is one of the tools used to manage risk in a project by showing the various thresholds for different levels of risk. It is a grid for mapping the probability of each risk occurrence and its impact if that risk occurs. The results are used to prioritize risks to establish a most-to-least critical importance ranking (scored as high, moderate, or low).

A risk register records all identified risks and information about them.

An issue log records all issues.

The impact scales are used to define the impact of risks relative to major project objectives.

72.

Taylor is a very experienced project manager and wants to ensure those on the project understand the value of continuous improvements. She coaches the team to evaluate any type of incremental improvements that may aid the development process. What is Taylor recommending to the project team?

  • Kaizen

  • Ishikawa

  • Change management

  • Agile

Correct answer: Kaizen

This is a Japanese word that translates to "improvement." Kaizen enforces the approach of making incremental changes in small steps throughout the project. By incorporating this approach, the team may optimize quality and efficiency.

Ishikawa is a quality management tool used to identify the root cause of a problem.

Change Management is a process for managing changes to a project's scope, schedule, and budget.

Agile is a project management methodology that emphasizes flexibility and adaptability.

73.

Emil has just completed a project with a timeline of about 14 months. He is happy that the project is finally done but is concerned about the schedule and cost overruns. Emil wants to conduct another cost-benefit analysis. Which document should Emil review?

  • Business case

  • Scope baseline

  • Cost management plan

  • Lessons learned repository

Correct Answer: Business case

This document contains the economic feasibility study that was used to establish the project's benefits. The business case also includes the cost-benefit analysis for the entire project. The information gathered will be used by the project manager to verify the schedule and cost data.

The scope baseline document includes the project scope statement, work breakdown structure (WBS), and WBS dictionary, which are used to define and manage the project scope.

The cost management plan document includes the processes and procedures for planning, estimating, budgeting, and controlling costs throughout the project.

The lessons learned repository document includes the knowledge gained from the project, including what went well, what did not go well, and what could be improved in future projects.

74.

Alice is working with an Agile team and has come across a blocker, an issue that is preventing her from proceeding to the next step in the development process. What is this issue more commonly known as?

  • Impediment

  • Obstacle

  • Concern

  • Obstruction

Correct answer: Impediment

An impediment is also referred to as a blocker. In adaptive and Agile project practices, the servant leader is responsible for removing impediments so the interruption to the flow of work is minimized. These impediments can be brought forward by the team in standup meetings. The impediments can be identified using information radiators such as scrum boards and Kanban boards.

While an obstacle is similar to an impediment in that it can prevent progress, it is not the term commonly used in Agile projects to describe this type of issue.

A concern is a general feeling of worry or anxiety about something, but it does not accurately describe the specific issue that Alice is facing.

An obstruction is something that blocks or impedes progress, but it is not the term commonly used in Agile projects to describe this type of issue.

75.

You are tasked with leading a project to find a location for the company's new headquarters. You want to gain commitment and acceptance of the project and formalize your authority. What is your BEST course of action?

  • Obtain the sponsor's approval of the project charter

  • Send out an executive summary to all key stakeholders

  • Coordinate a kick-off meeting

  • Consult the lessons learned repository

Correct answer: Obtain the sponsor's approval of the project charter

When the project charter is approved, it becomes an official document that formally authorizes the existence of a project and provides the project manager with the authority to manage the project. Obtaining project charter approval from the sponsor is crucial in gaining the needed commitment and acceptance of the project.

Sending out an executive summary to all key stakeholders may be helpful in communicating the project goals and objectives, but it does not provide the project manager with the authority to manage the project.

Consulting the lessons learned repository is not relevant to the initial stages of the project and would not help to gain commitment and acceptance.

Once the project manager gets the authority to manage the project with the approval of the project charter, they can schedule a kick-off meeting.

76.

A project manager is concerned about potential conflicts in their diverse project team. To promote positive dynamics and a respectful work environment, what should the project manager establish?

  • Team agreements that outline acceptable behaviors and communication norms.

  • A hierarchy-based decision-making structure.

  • A policy of minimal interaction among team members to reduce conflict.

  • Individual work assignments to avoid group discussions.

Correct answer: Team agreements that outline acceptable behaviors and communication norms.

The project manager should establish team agreements. These outline acceptable behaviors and communication norms, promoting positive team dynamics and a respectful work environment.

'A hierarchy-based decision-making structure' is incorrect because it may suppress open communication and not address the root causes of conflict. 

'A policy of minimal interaction among team members to reduce conflict' is unsuitable as it hinders collaboration and prevents the development of strong team relationships. 

'Individual work assignments to avoid group discussions' can lead to isolation and prevent team cohesion.

77.

A 10-month project is 50% complete and has an overall budget of $1 million. The budget is spread evenly across the ten months of the schedule. So far, $750,000 has been spent. The cost overruns experienced so far are not expected to continue in the subsequent phases of the project. Which of the following formulas should be used to calculate the estimate at completion (EAC)?

  • EAC = AC + (BAC - EV)

  • EAC = AC + Bottom-up ETC

  • EAC = AC + [(BAC - EV) / (CPI x SPI)]

  • EAC = AC - (BAC + EV)

Correct answer: EAC = AC + (BAC - EV)

This formula accounts for the actual cost (AC) but predicts that the future project work will be completed at the planned rate from the original budget (the BAC, budget at completion). When using this formula and predicting that future work can be realized at the planned rate, it must be backed up by careful risk analysis.

The other formulas are either inaccurate to calculate EAC altogether or do not account for actual costs as well as maintaining the BAC going forward.

78.

As the project manager of a five-month infrastructure upgrade, you are coming to a close. What plan will you reference to determine what activities are needed to close out the contracts within your project?

  • Project management plan

  • Resource management plan

  • Communications plan

  • Stakeholders engagement plan

Correct answer: Project management plan

The project manager should reference the Project Management Plan. The Close Project or Phase process involves finalizing all activities for the project, phase, or contract, and the Project Management Plan should be reviewed to ensure that the planned work is completed, the project has met its objectives, and the project information is archived. Additionally, the project management plan may include specific procedures for contract closure which can be used as a reference for closing out the contracts within the project.

"Resource management plan" is incorrect. It is a plan that outlines how project resources will be acquired, allocated, and managed throughout the project.

"Communications plan" is incorrect. It is a plan that outlines how project communications will be planned, executed, monitored, and controlled.

"Stakeholder engagement plan" is incorrect. It is a plan that outlines how stakeholders will be identified, analyzed, and engaged throughout the project.

While these plans may be useful in managing the project, they are not directly related to closing out contracts within the project.

79.

A team member is not performing as well as expected and is also acting defensive about his poor showing. As the project manager, you have an opportunity to improve not only the team member's performance but the overall performance of the team. Which course of action should you choose?

  • Develop rapport, ask his permission to give feedback, and take the time to reach an agreement on the next steps

  • Conduct an interim performance review and recommend a demotion

  • Enroll him in a supplemental training program and inform him about the course and schedule

  • Collect feedback from other team members and include it in the next round of performance reviews

Correct answer: Develop rapport, ask his permission to give feedback, and take the time to reach an agreement on the next steps

Developing rapport, asking his permission to give feedback, and taking the time to reach an agreement on the next steps is the best course of action. This sort of negotiation (asking permission to provide feedback) can result in increased trust and a stronger commitment to improvement within the team.

Conducting an interim performance review and recommending a demotion is not the best approach because it is likely to result in resentment and lost trust, which do not lead to better performance.

Enrolling him in a supplemental training program and informing him about the course and schedule is incorrect. Although more training could benefit him, he would have no input on either the course or the schedule.

Collecting feedback from other team members and including it in the next round of performance reviews is incorrect because it delays action and seeks information from others rather than going directly to the team member; this approach is unlikely to result in a better outcome.

80.

Mitch is leading a team working on an app for a network of veterinarians. The customer has not had exposure to technological projects before and needs quite a bit of education on how the process will work and what to expect. They are accustomed to contracting with vendors to provide services having a defined schedule, a concrete endpoint, and a transactional framework for purchased goods. Mitch is concerned with the customer's request for an estimate of cost and schedule for the entirety of the app development, even though app development is an iterative process. Which of the following best describes how Mitch could satisfy the customer while protecting the project?

  • Explain the benefits of incremental budgeting and earlier delivery of functionality.

  • Commit to a fixed cost and schedule and do his best to meet them.

  • Supply the customer with the total budget for a similar past project.

  • Commit to a cost, but not a schedule.

Correct answer: Explain the benefits of incremental budgeting and earlier delivery of functionality.

When customers are unfamiliar with Agile deliveries and how the overall process provides value quickly, it is wise to coach them so they understand the benefits. If prioritization is done effectively, even the first sprint can deliver value.

"Commit to a fixed cost and schedule and do his best to meet them" is incorrect. With technical projects in Agile environments, it is best to commit to incremental, not fixed, budgeting and scheduling to accommodate sprints and the evolving scope.

"Supplying the customer with the total budget for a similar past project" is incorrect. Although it is wise to consult historical data for forecasting, the requirements of this project are not all known, and previous project requirements might differ significantly, impacting both cost and schedule.

"Commit to a cost, but not a schedule" is incorrect. It is not possible to commit to costs associated with requirements that are not yet known.