PMP Questions 21-30

Question 21

The project you’re managing involves collaboration between teams from two different companies with distinct corporate cultures. To unify the teams, you recognize the need to establish common team norms. What approach do you take to establish effective team norms for this collaborative project?

A) Holding a joint workshop where team members from both companies can contribute to the creation of shared norms, ensuring buy-in from all participants.

B) Drafting a set of norms based on your company’s culture and enforcing them across the combined team to maintain consistency.

C) Allowing each company to follow its own set of norms to avoid conflict, relying on project milestones to keep the teams aligned.

D) Deciding that establishing team norms is too time-consuming and unnecessary, focusing instead on individual accountability for project deliverables.

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Question 22

During the procurement process, the project manager notices that the supplier is unwilling to agree on specific quality requirements. What should be the project manager’s next step?A) Continue with the procurement process despite the supplier’s unwillingness to agree on specific quality requirements, potentially compromising the project’s quality standards but avoiding delays in the procurement timeline

B) Seek intervention from senior management to leverage their authority and experience in negotiating with the supplier, possibly leading to a resolution that upholds the project’s quality requirements.

C) Engage in further negotiations to explore alternative terms, such as price adjustments or additional services, that could offset the impact of not meeting the specified quality requirements.

D) Collaborate with the project team to generate creative solutions or identify alternative suppliers who can meet the quality requirements, ensuring the project’s standards are maintained.

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Question 23

A project manager is overseeing a project where the external vendor has consistently failed to meet the SLA terms. What should be the project manager’s immediate action?

A) Consider ending the contractual relationship with the vendor due to their consistent failure to meet the SLA terms, potentially seeking a new vendor who can better fulfill the service expectations.

B) Initiate discussions with the vendor to renegotiate the SLA terms, aiming for more realistic expectations or improved service levels that the vendor can consistently meet.

C) Record the instances where the vendor failed to meet the SLA terms and engage in a constructive dialogue to identify the root causes and collaboratively develop a plan to prevent future failures.

D) Choose not to address the minor SLA breaches, focusing instead on more critical aspects of the project, as long as the overall project progress and outcomes are not significantly affected.

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Question 24

The project manager is using the MoSCoW technique for prioritization. Suddenly, a stakeholder demands that a ‘Could Have’ feature be upgraded to ‘Must Have.’ How should the project manager handle this situation?

A) Promptly reclassify the ‘Could Have’ feature to ‘Must Have’ based on the stakeholder’s demand, potentially impacting the project scope and resource allocation.

B) Conduct a thorough analysis of how the change in prioritization will affect the project’s scope, timeline, and budget, ensuring that any decision made is informed and balanced.

C) Decline the stakeholder’s request to maintain the original prioritization, emphasizing the importance of adhering to the established project plan and priorities.

D) Seek input from other stakeholders to gauge their perspectives on the proposed change in prioritization, ensuring that the decision is well-rounded and considers multiple viewpoints.

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Question 25

The project’s performance report shows a significant deviation in actual costs from the planned budget. What should be the project manager’s first course of action?

A) Revise the project budget to accommodate the higher actual costs, ensuring that the project remains financially viable while addressing the cost overruns.

B) Conduct a detailed analysis to identify why the actual costs deviated from the planned budget and take appropriate corrective measures to prevent similar discrepancies in the future.

C) Communicate the cost overrun to the stakeholders and seek additional funding to cover the unexpected expenses, ensuring that the project can continue without financial constraints.

D) Consider scaling back the project scope to reduce costs, ensuring that the project stays within the original budget while still achieving its core objectives.

Question 26

After a sprint, the team realizes that their communication practices were ineffective. What should the team do next?

A) Persist with the existing communication practices despite their identified inefficiencies, potentially leading to continued miscommunications but avoiding the disruption of changing practices mid-sprint.

B) Attribute the communication practices’ ineffectiveness to the team members’ failure to adhere to them, overlooking the possibility that the practices themselves might be flawed or inadequate.

C) Choose not to address the communication practices’ shortcomings, fearing that changes might lead to confusion among team members, even though this might result in ongoing communication challenges.

D) Update their communication practices incorporating the insights gained from the sprint’s experiences, aiming to enhance the effectiveness of communication in the subsequent sprints.

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Question 27

In an agile project, the customer wants to add new features to the product backlog, which will impact the agreed performance levels. How should the team approach this situation?

A) Politely decline the customer’s request, emphasizing the importance of sticking to the original project scope to ensure timely delivery and avoid unnecessary complications.

B) Accept the new features but inform the customer that additional resources or time will be required, presenting a clear plan for how the team will accommodate these changes.

C) Conduct a thorough analysis of the new features to determine their impact on the project’s performance levels and overall objectives, and then negotiate a compromise with the customer.

D) Immediately incorporate the new features into the project backlog, reassessing the project’s performance levels and resource allocation to accommodate these changes without compromising project integrity.

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Question 28

A key team member is unexpectedly unavailable due to personal reasons. How should the project manager handle the situation to minimize the impact on the project schedule?

A) Pause or delay the tasks assigned to the unavailable team member until they return, potentially impacting the project timeline but maintaining the original team structure.

B) Distribute the tasks of the unavailable team member among other team members, which may lead to increased workload and potential burnout but keeps the project on schedule.

C) Revise the resource calendar to reflect the team member’s unavailability, explore options for alternative resources, or adjust the project schedule to accommodate the change without compromising the project’s progress.

D) Implement a risk response plan to address the unavailability of the team member, focusing on proactive measures to mitigate potential delays and maintain project momentum without disrupting the existing team dynamics.

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Question 29

A project manager in a luggage manufacturing company needs to explore new business opportunities and present three proofs of concepts (POCs) to the executive team. Sales are declining rapidly, putting the company’s future at risk. The project team consists of 15 stakeholders from various parts of the organization, selected for their independent thinking. They have differing opinions on the best opportunities, leading to frequent disagreements.

To address the diverse viewpoints, the project manager opts for an agile approach to quickly establish a shared understanding and identify the most promising solutions to present to the executive team. Which two approaches should the project manager consider? (Choose two)

A) Educate stakeholders on creating user stories and story maps to share their ideas with the group and collectively select the top three for developing the POCs.

B) Oversee the work while empowering three agile teams, each comprising five members, to self-organize and brainstorm new business concepts as user stories. These stories will be reviewed at retrospectives and developed iteratively.

C) Distribute a survey to the 15 stakeholders soliciting new business ideas and concepts. Anonymously share all responses and vote on the three most favored ideas.

D) Give priority to the ideas of executive or senior stakeholders. Empower them as team leads of self-organizing agile teams responsible for delivering POCs to the company incrementally.

E) Require each stakeholder to craft a vision statement and use an Extreme Programming (XP) metaphor to explain their best idea. After all stakeholders vote for the top three ideas, develop them as POCs.

Question 30

A project will create digital keys for 18,500 employees at an airport. The project management plan states that security clearance data for employees must be verified and updated in a digital security file every 6 months. This is part of the acceptance criteria. In month 3, the project manager discovers that the company hired to maintain the digital security files has filed for bankruptcy.

Which statement describes the status of this project?

A)This project will fail.

B) This project has an issue.

C) This project is noncompliant.

D) This project is high risk.