PMP Preparation Feb 2023

You are leading a project with a critical time constraint and cannot afford any project delays. An argument between two project team members over a report format to document their testing results turns into a shouting match. The team members draw you into their argument. You realize that resolving the conflict would delay the project timeline. What is your best course of action?

• A. Tell the team members to figure it out for themselves

• B. Look for an approach that would completely satisfy both team members

• C. Request the team members to go back to work to avoid any further delays

• D. Select the report format that you think is best and make the decision

As a project manager, you recently completed a project team performance appraisal, and a previously unknown competency gap in technical skills was uncovered, which needs to be addressed. What should you do next?

• A. Implement the response planned for this risk

• B. Conduct unplanned training to address the competency gap

• C. Consult the training management plan

• D. Let go of the staff who have technical skill gaps

While monitoring project work, the project manager notices an increase in actual costs that have not been accounted for in the original budget. To understand whether a change request to update the cost baseline should be submitted, the project manager gathers raw observations and measurements of all of the costs that have been authorized, incurred, invoiced, and paid. What has the project manager gathered?

• A. Planned value

• B. Earned value

• C. Work performance information

• D. Work performance data

A project manager invited several vendors to a pre-bid conference. After a private conversation with one of the vendors who had an inquiry about a new mandatory government requirement, the project manager sent an email to the vendor to address the question. The project manager realizes that the requirement should have been included in the project scope baseline and the statement of work (SOW). What should the project manager do in this situation?

• A. No further action is needed as the vendor's question have been addressed

• B. Update the statement of work and the scope baseline, and communicate the changes to all vendors

• C. Update the statement of work and the scope baseline, and hold another pre-bid conference

• D. Update the SOW, submit a change request to update the scope baseline, and communicate the changes to all vendors

You are new to the organization and have been given a few weeks to get yourself settled before starting your project in a role of a project manager. During this period, you realize that you have no authority over resources, the staff members are grouped by specialty, the budget is under the full control of those group's managers, and you as a project manager are only required to dedicate part of your time to perform the project work. What type of an organization are you working in?

• A. Weak matrix

• B. Functional

• C. Balanced matrix

• D. Projectized

You have been assigned to manage an agile project to develop various analytical tools for your company's executive team. Everyone involved in the project is new to agile methodologies. After the first few tools are released, the executives are frustrated that the tools they needed the most are still in the pipeline for future development. What might you have done differently to avoid this issue?

• A. Provided the product owner with the training on how to prioritize the product backlog

• B. Trained the development team on pair-programming and code refactoring

• C. Explained that agile focuses on developing the highest-risk features last to avoid early failure

• D. Colocated the development team to take advantage of osmotic communication

A project manager is assigned to an agile software development project for a large banking corporation. With the project just getting underway, the project manager has learned about new hacking tactics that present a potential threat to regulatory compliance for the project. What should the project manager do next?

• A. Review the risks during the project retrospective

• B. Analyze the consequences of non-compliance

• C. Submit a change request to update the risk management plan

• D. Develop a cumulative flow diagram

You have been assigned to lead an initiative for which the business case has not been sufficiently made to get approval to initiate a hybrid project. In some of the past projects, teams realized too late into project execution that no one in the company had the skills needed to build some of the features, so it was developed by a contractor, resulting in cost overruns. What would you do differently in your assignment to avoid cost overruns?

• A. Start with a proof of concept

• B. Use burndown charts for reporting

• C. Develop a project charter

• D. Encourage team knowledge sharing

A project team that is experienced in the waterfall project management approach has been assigned to their first agile project. To make the transition easier, it has been decided to keep some elements of the waterfall approach in place. During the iteration review, it was realized that misunderstanding among the development team has led to a duplication of efforts. How might the project manager address this issue?

• A. Bring up the topic during the upcoming iteration retrospective

• B. Do nothing since the team members are transitioning from waterfall to agile

• C. Fallback to a waterfall project management framework going forward

• D. Submit a change request to update the communications management plan

A PMO steeped in traditional waterfall project management has hired you, as an agile practitioner, to guide the organization's transformation to agile. After completing an initial assessment of the organizational culture, you have realized that many of the stakeholders are resistant to the change.

What is your best course of action?

• A. Provide training to ensure the employees are more highly specialized

• B. Transition all projects to agile at the same time

• C. Seek a high-level executive willing to champion the cause

• D. Ensure the work is decomposed into silos