Project Management Professional (PMP)

Project Management Professional

(PMP) with 2024 Exam Update
New Questions (2025-03-01 Updated)
Project Management Professional (PMP)®
Q.1
A project manager has been working on a critical project to transform an organization’s operations. The project
manager had successfully completed four sprints when the innovation director was replaced. The new director
placed a hold on the project until a new strategy can be put in place. What should the project manager do first?
A. Escalate to the project sponsor to remove the project hold.
B. Discuss the vision and possible impacts with the new director.
C. Seek approval from the new director to replace the current contingency budget.
D. Review the risk management plan from previous projects with the new director.

Answer: B

Q.2
During project execution, a project manager wants to involve the business lead before the users are involved in
the project. However, the business lead is also engaged in another big project and cannot join this project
meeting. What should the project manager do first?
A. Adjust the project completion date until the business lead is able to engage in the discussion.
B. Add resource to answer questions that the users and business lead will have during the project.
C. Ask a delegate from the business lead to communicate and handle the transition work.
D. Summarize the changes and potential user impact in an email and send it to the business lead.

Answer: C

Q.3
A project manager is working in a constantly changing business environment. In order to address this situation,
the project manager has decided to use a collaborative leadership style. Which landscape describes the project
environment?
A. Enough authority, insufficient resources
B. Available resources, bad roadmaps
C. High accountability, little authority
D. Good roadmaps, little accountability

Answer: B
Q.4
A project team has established contracts for purchasing vehicles and construction services. In the middle of
project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough lime
to find a new supplier without delaying the project. Which action should the project manager take to procure
the vehicles?
A. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.
B. Arrange a meeting with the client to request additional time to find a new supplier.
C. Review the existing service contracts to find en option to help procure the vehicles.
D. Ask the technical team to revise the requirements even if it requires extra budget.

Answer: A

Q.5
A project manager notices the team is disagreeing on the level of effort required to complete a task. What
should the project manager do?
A. Advise the team that they can resolve the estimation issue and they can work on it as long as it takes.
B. Advise the team that an average of all the estimates will be used as it will be the most reliable level of
effort.
C. Advise each team member to explain the rationale for their estimate and then ask the team to come to
consensus.
D. Advise the team that the project manager will determine the level of effort since the team cannot agree.

Answer: C

Q.6
A project manager is working on a project that is using a hybrid approach. One key input for the deliverable
will be from the outcome of another project that is using an agile approach. What should the project manager do
next?
A. Request that the other project manager develop a work breakdown structure (WBS).
B. Participate in the other project’s daily standup meetings.
C. Align with the other project manager’s high-level project time lines.
D. Ask the other project manager to change the delivery methodology.

Answer: B
Q.7
A senior vice president requested the creation of more agile teams to run projects of varying lengths and
complexities in parallel with each other. This will impact the amount of time the project managers will be able
to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of
their complexity. What should the project manager do as a servant leader to help achieve this transformation?
A. Issue a change request to hire additional project managers based on the increased workload.
B. Review the organizational process assets (OPAs) to evaluate mitigation plans for similar risks.
C. Create a risk entry regarding the project manager's capacity and develop a mitigation plan.
D. Empower the team to develop the necessary skills to move the project forward independently.

Answer: D

Q.8
An internal process was recently introduced by the management team. The new process, however, has not
added much value and is impacting the project’s deliverables. What should the project manager do?
A. Discuss this with the team and convince them to continue with the process.
B. Allocate one team member who can focus only on process adherence.
C. Ensure that the team implements the process without delays in deliverables.
D. Negotiate with management and get the required process changed.

Answer: D

Q.9
A new project needs to be kicked off in an organization that has regulatory requirements defined in their
organizational governance process. How should the project manager define the project governance?
A. Customize all of the regulatory requirements to fit within the specific project governance.
B. Update some of the regulatory requirements to fit within the project governance.
C. Update the project governance to include the current regulatory requirements.
D. Ask the project management office (PMO) if the regulatory requirements can be ignored.

Answer: C
Q.10
The project manager received a claim from the client because the outcome delivered is not working properly.
The project manager investigated the cause and realized that this deliverable was outsourced to an external
provider, and was not made aware. What primary tool would have helped the project manager identify this
situation?
A. Communications management plan
B. Risk register
C. Scope baseline
D. Stakeholder register

Answer: D

Q.11
A project manager is assigned to a regulatory project for their country. The deadline for delivering results in
compliance with the new laws is very light, end the project team members have not yet been assigned. One of
the project manager's peers informs the project manager that a project with the same scope for a different
country was completed 1 year ago. What should the project manager do first?
A. Register a new risk in the risk management plan.
B. Complete a bottom-up estimation for the project activities.
C. Ask for additional resources and review the project estimate.
D. Review organizational process assets (OPAs) and perform analogous estimating.

Answer: D

Q.12
A project to construct an electricity generation plant is on site near a nature reserve. An environmental activist
group is questioning the need for the project. The customer has informed the project manager to disregard the
group as they are not in support of the project. What should the project manager do next?
A. Ask the customer to contact the activist group and let them know the project status and completion date.
B. Request the project team disregard all communication from the activist group and continue with their
project work.
C. Obey the directive from the customer since they are funding the project and are the most important
stakeholder.
D. Add the activist group to the list of stakeholders and analyze the impact they may have on project delivery.

Answer: D
Q.13
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?
A. Review the organizational process assets (OPAs) for historical information from similar projects.
B. Influence the product owner to review the engagement needed from other stakeholders.
C. Advise the CTP about the possible impacts caused by the project.
D. Continue building the backlog since they are functional requirements.

Answer: A

Q.14
During user acceptance testing, a project sponsor asks the project manager to add a couple of features. To meet
the firm go-live date, the project team will need to work overtime. What should the project manager do?
A. Consult with the project team and provide options to the sponsor.
B. Inform the sponsor that the project team cannot commit to more work.
C. Request approval for overtime and a bonus to deliver one time.
D. Submit an emergency change request and assign tasks to the team.

Answer: A

Q.15
A project manager has been assigned to lead an IT team 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?
A. Review the list of risks to verify that this issue was considered and execute the detailed action plan.
B. Carry out tests to verify that the system does not fail again due to the high occurrence of events.
C. Reassure the sponsor by explaining the probability of this risk materializing is extremely low.
D. Inform the sponsor about the issue and make a request for sufficient funds to be made available.

Answer: A
Q.16
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?
A. Define detailed work instructions for agile project delivery.
B. Hire a team of contractors for agile project delivery.
C. Implement and establish and agile framework for the project.
D. Negotiate special arrangements for an agile pilot project.

Answer: A

Q.17
A project manager is leading a large public project that will have a high impact on the town's citizens. How
should the project manager define the different requirements?
A. Include only the key requirements and keep the stakeholders informed about scope decisions.
B. Analyze the interests and influence of stakeholders and evaluate their requirements.
C. Add only the opinions of the team because they know the objectives of the project.
D. Include only the common requirements of each stakeholder group in the project goals.

Answer: B

Q.18
A project manager is working on a multinational project that has more than 100 stakeholders. The project
manager is concerned about he appropriate stakeholder participation and involvement level required for
successful project delivery. What should the project manager do?
A. Perform a stakeholder assumption and constraint analysis.
B. Review the issue log with the project stakeholders.
C. Communicate with the stakeholders to find a solution.
D. Evaluate the stakeholder engagement assessment matrix.

Answer: D
Q.19
There is an upcoming merger between a functional organization and an agile organization. The merger has
necessitated that team members from both organizations brainstorm the effect this merger will have on critical
compliance standards and the previous regulations for a project. What should the project manager do in order to
achieve this objective?
A. Schedule separate breakaway sessions for each organization to brainstorm and share ideas.
B. Hold separate meetings for each organization, determine and engagement method, and then brainstorm.
C. Hold a joint meetings with both organization, determine and engagement method, and then brainstorm.
D. Bring a team of experts to brainstorm and agree on the next course of action for the organizations.

Answer: C

Q.20
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?
A. Recommend a different estimation method in the retrospective.
B. Review and update the estimations in the daily standup.
C. Allocate more time for estimation in the sprint planning.
D. Ask that estimations be provided only by senior developers.

Answer: A

Q.21
An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be
completely planned in advance. However, other phases allow for more flexibility and experimentation on scope
and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate
new information and changes as the project progresses. Which project management approach should the project
manager select for this project?
A. Phased
B. Agile
C. Hybrid
D. Incremental

Answer: C
Q.22
An organization is using a hybrid delivery approach for a complex project. In the iteration review, a subject
matter expert (SME) informed the team that new legislation will be published in a few months. What should the
project manager do?
A. Ask the SME to provide details after the retrospective.
B. Ask the SME to provide details in the next daily standup.
C. Discuss the change in the next release planning.
D. Discuss the change in the next sprint planning.

Answer: B

Q.23
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?
A. Discuss with the project team alternative options to deliver as planned.
B. Discuss with the team the need for longer hours to minimize the impact.
C. Inform the project team that they may proceed at a more relaxed pace.
D. Inform the project team that some of them will work for the vendor.

Answer: B

Q.24
A project team created user stories after understanding the customer requirements. As the project progress, 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 customer requirements. What should the project manager do?
A. Refer to the configuration management knowledge base for similar project delivered in the past.
B. Include a representative from the customer to work collaboratively with the team.
C. Acknowledge that the current team needs improvement and hire more qualified team members.
D. Arrange for a workshop with the customer to understand the business values expected from the outcomes.

Answer: D
Q.25
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?
A. Meet with the team members and ask them how to spend the reward.
B. Allocate the reward to the team leaders to spend on the team as they see fit.
C. Arrange a luncheon for all team members and include team-building sessions.
D. Draft a points system to allocate a portion of the money for each resource.

Answer: C

Q.26
A project manager is leading a team that is new to agile. During the kickoff meeting, one team member asks
how risks will be managed using agile approaches. How should the project manager respond?
A. Risks will be managed during a retrospective session with all of the team members.
B. Risks are managed by the team and they will be analyzed during risk management kickoff.
C. Risk management is a collaborative effort and will be managed during each iteration.
D. Risks are managed by the project manager and forecasted at the beginning of each project.

Answer: C

Q.27
As part of project execution, a contractor proposed and conducted site acceptance tests and pre-implementation
technical training. However, during the implementation phase, the project manager notes a clear gap in the
project team’s competence in following the implementation of the technical requirements. What should the
project manager have done to avoid this situation?
A. Prepared proper training outcome measurements.
B. Reviewed the proposed training with the contractor.
C. Performed a proper training needs assessment.
D. Ensured the training conducted by the contractor used standard methods.

Answer: C
Q.28
In an agile project, the team decided to have a rotating group of facilitators for the daily scrum. Overall, most of
the facilitators have grown and done well in this role; however, a few of them tend to run inefficient daily
scrums. What should the project manager do next?
A. Return to using the scrum master as the facilitator for the daily scrums now that the trial period is over.
B. Retrain all team members on daily scrum facilitation to ensure there is consistency in the approach.
C. Ask the facilitators who are doing well to continue and recommend that the others stop facilitating.
D. Praise the team for self-organizing and growing, then work one-on-one with the facilitators, as needed.

Answer: B

Q.29
In a hybrid team, the customer has issued a contract that specifies the deliverables for each quarter. The
customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second
milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the
requirements for the second milestone are changed. Which two actions should the project manager take?
(Choose two)
A. Escalate the issue to upper management to resolve the problem, and suggest a plan.
B. Ask the customer for their priorities regarding the requirements for the second milestone.
C. Convince the customer to leave the second milestone in place and not change it.
D. Tell the customer that moving the milestone has a very high impact on the cost of the project.
E. Go back to the development team and discuss which second milestone requirements can be performed in the
first quarter.

Answer: C, D

Q.30
In a daily standup, the project lead notices that one of the senior developers is reassigning some of the easy
backlog items to other team members, arguing that it is more efficient for the senior developers to work on
complex items. What should the project lead do?
A. Include this practice in the next sprint review and discuss it with all of the team members.
B. Ask the senior developer to stop assigning tasks because that’s the scrum master’s job.
C. Include this practice in the next sprint retrospective and discuss it with all of the team members.
D. Support the senior developer’s action and their authority over other team members.

Answer: A
Q.31
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?
A. Re-visit the project charter and seek other alternatives.
B. Analyze the bounds of negotiations for project agreements.
C. Proceed and issue the purchase order as this project is important.
D. Speak with the CEO and ask for their support to approve the offer.

Answer: B

Q.32
A project manager is leading a virtual IT project with a remote team. A team member tells the project manager
that they do not know if they can finish on time because they are unaware of the other team members’ process.
What can the project manager do to resolve this conflict?
A. Host weekly meetings with the entire team to improve communication.
B. Communicate by email with each team member to assign the tasks.
C. Ask the team that is having the problem to follow the project plan.
D. Schedule weekly meetings with each team member.

Answer: A

Q.33
A team member has experienced personal conflicts on past projects, making them nervous about working on the
current project. The project manager knows this team member could add value to the project. What should the
project manager do to get the most value from this team member?
A. Advise the team member to focus on the current project and consider the past conflicts as lessons learned.
B. Consult with the project sponsor to find out if it is allowed to share personal information with the entire
team.
C. Advise the team member not to share personal information from past projects with the entire team.
D. Consult with human resources (HR) and check company policies on what is allowed to advise the team
member.

Answer: A
Q.34
A customer is unhappy after weeks of working in a newly implemented virtual environment and wants their key
stakeholders to be more involved in the development processes. The customer is requesting access to the
information radiators of the protect management information system (PMIS). The development company has
never allowed clients access to the system. What should the project manager do?
A. Break down the request situation to identify the root causes for the customer's dissatisfaction.
B. Submit the request and advise for approval, then investigate the training needs for team members and
stakeholders.
C. Submit the request and advise for denial, as the company has never allowed customers access to the PMIS.
D. Deny the request and negotiate for alternatives that will achieve the customer's desired results.

Answer: A

Q.35
Several components of an expensive manufacturing project have been returned by the customer. The customer
is complaining that the quality of the components is poor and is concerned that, as a result, their products will
be returned due to quality issues. The project manager is certain that quality has been maintained. How should
the project manager communicate with the customer to help assure them that the project has produced quality
products?
A. Show the customer the tolerance and control limits.
B. Show the customer sample results from the current batch.
C. Show the customer the quality control measurements.
D. Show the customer a sample history of quality.

Answer: C

Q.36
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?
A. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders.
B. Ensured the stakeholder who was providing additional funds remained interested in the project.
C. Ensured the project team monitored and reviewed the project risk register periodically.
D. Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds.

Answer: C
Q.37
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?
A. Note the impediments and escalate them to the product owner.
B. Note the impediments and work on addressing them later.
C. Assign actions to all stakeholders and oversee their implementation.
D. Acknowledge the impediments and facilitate their resolutions.

Answer: D

Q.38
On a project with multiple international locations, a trend for delays has been flagged. When looking into the
issue, the project manager realized that some of the key activities were scheduled over the holiday periods in
the overseas offices. What should the project manager do next?
A. Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion.
B. Request that the offices in overseas locations work overtime to mitigate schedule slippages.
C. Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons.
D. Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule
slippage.

Answer: D

Q.39
A project lead is managing a project in the execution phase. A new product owner was assigned and the project
lead has their first meeting with the new product owner. During the meeting, the new product owner indicated
the scope of the first release needs to be changed. What should the project lead ask the product owner to do
first?
A. Create new backlog items and discuss them in the next sprint planning.
B. Create new backlog items and discuss them in the next sprint retrospective.
C. Review the priorities of the existing backlog items included in the release.
D. Review the new backlog items and discuss them in the next standup.

Answer: C
Q.40
A project manager noticed that a talented team member remains passive and quiet during project meetings with
the large project team and other stakeholders. The team member interacts with the project manager quite well
during one-on-one interactions. What should the project manager do?
A. Encourage the quiet team member to actively participate during the team meetings.
B. Take the laissez-faire approach and give the quite team member time to work up the courage to speak up/
C. In the large team meetings, share the feedback given by the quiet team member during their one-on-ones.
D. Praise the talkative team members for their input to encourage the quiet team member to speak up.

Answer: C

Q.41
A vendor has manufactured a complex product. During a rectory 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?
A. Ship the package as is, complete carryover work on-site, end beck charge the vendor for the rework.
B. Initiate regular conference calls with the vendor for status updates to keep this item in focus.
C. Assess the schedule impact and evaluate the most feasible solution to keep the project on track.
D. Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site.

Answer: C

Q.42
While preparing an earned value analysis (EVA) for a project sponsor, the project manager provides the
following information in the latest project report:
Approved work package cost estimates: US$9,500
Contingency reserves: US$500
Management reserves: 10% of contingency reserves
Percent complete of the project: 50%
Planned percent of the project: 40%
Actual cost (AC) of the project: US$4,500

According to the project status, the current budget a t completion (BAC) is considered achievable.
What value represents the cost performance required for the remaining work to keep the project cost goal
within the baseline?
A. 0.64
B. 0.88
C. 0.91
D. 1.25

Answer: B
Q.43

According to this burnup chart for the last 7-day sprint, what should the project lead address with the product
owner and team?
A. The team should have stopped on day 4 and started a new sprint.
B. The product owner should not ask the team to change their sprint commitments.
C. The team is not meeting the expectations of the product owner.
D. The team is accepting too much work in the sprint after it has started.

Answer: C

Q.44
A project that is using an incremental approach has colocated team members and is using a kanban board to
visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on
hold until a status report is distributed. What should the project manager have done to avoid this situation?
A. Stored project documentation in a shared folder.
B. Sent weekly status update reports to all of the stakeholders.
C. Organized monthly meetings with the external stakeholders.
D. Invited all of the stakeholders to daily standup meetings.

Answer: B

Q.45
A project manager is assigned to a critical project to build a complex application for a client whose goal is to
achieve an ideal state for their business model, but is unsure about how to achieve the solution. What
collaboration model should the project manager recommend in this situation?
A. Ask the client to specify their business needs in a contract format and approve it.
B. Request that proper stakeholders, including the client, are assigned.
C. Schedule quarterly review meetings with the client.
D. Ask the project team to write the business requirements based on the client’s needs.

Answer:B
Q.46
A project manager at a large corporation has been assigned to oversee a customer experience project. Within the
project, customer satisfaction is a big issue and there are many unresolved customer queries on a daily basis.
The project manager has been informed that the customer service team is overwhelmed with these unresolved
queries. Which two actions should the project manager take to correct this problem? (Choose two)
A. Request that the customer service team priorities work on queries that are received this week.
B. Deploy solutions that will track prioritize, and resolve queries as soon as possible.
C. Confirm the issues truly exist by conducting a survey and other analyses that may detect the real issue.
D. Contact the customers in batches and inform them that the issues are being worked on currently.
E. Ask senior management to replace the customer service manager with a more qualified one.

Answer: A, B

Q.47
In the execution phase of a large construction project, the contracted logistic company decided to increase their
price as a result of unavailability of shipping containers. What should project manager do?
A. Abandon the contract with the logistic company and look for another company that has not increased their
prices.
B. Explain to the logistic company that an increase in price is not acceptable because they signed a contract.
C. Agree to absorb the price increase because the unavailability is beyond the control of the logistic company.
D. Assess the impact of the price increase given by the logistic company and follow the contract and global
guidelines for this situation.

Answer: D

Q.48
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?
A. Detailed the project charter
B. Developed benchmarking
C. Analyzed stakeholders
D. Assessed feasibility and impacts

Answer: C
Q.49
A project manager is managing a project that requires specialized architecture services. This project was
identified as a high risk for the organization. The team manager works with an external architect who is highly
specialized. However, the architect will soon resign because they accepted an offer from another firm. What
should the project manager do next?
A. Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow.
B. Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.
C. Ask the architect for the contact details for their new employer and call their account manager.
D. Call the account manager and ask them to retain the expert by offering them an incentive.

Answer: A

Q.50
A project manager received a request to add features and functions to the project after the scope had already
been established. What should the project manager do?
A. Follow the change management process.
B. Follow the risk management process.
C. Follow the stakeholder engagement process.
D. Follow the requirements management process.

Answer: A

Q.51
During project implementation, one team finds out that a key project deliverable was not budgeted. What
should the project manager do first?
A. Hold the team accountable and ask for an immediate solution.
B. Remove the deliverable from the project scope.
C. Meet with the team to discuss alternatives.
D. Escalate the issue to the project sponsor for resolution.

Answer: C
Q.52
A company is building a minimum viable product (MVP). How can the project manager help to ensure the
company builds a high-quality product?
A. Determine the quality metrics for the product and recommend options for improvements.
B. Ask the product manager to spend more time improving quality.
C. Hire a quality engineering leader to drive the strategy.
D. Partner with a qualified third-party vendor to develop a product that meets the requirements.

Answer: A

Q.53
During a risk management meeting, most of the project team members use a computer to iterate the quantitative
risk analysis model numerous times. There will be a cumulative probability distribution (S-curve) representing
the probability of achieving any particular outcome. Which method should the project manager use to assess
and manage project risks?
A. Monte Carlo analysis
B. Sensitivity analysis
C. Influence diagrams
D. Decision tree analysis

Answer: A

Q.54
A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The
human resource (HR) manager has conducted several exit interviews. Many team members have expressed that
the project manager has inadequate relationship management competencies. The project manager explains that
the exiting team members were lazy. What should the project manager do to prevent this high turnover rate
from continuing?
A. Avoid micromanaging the team, enforce stricter rules, and monitor employees.
B. Explain to the recruiting manager that a project is temporary in nature, making it different than an
operational environment.
C. Develop relationship skills as a leader and also develop the teams' emotional intelligence skills.
D. Be more involved in the team member recruitment process to ensure qualified team members are chosen.

Answer: C
Q.55
A project manager who is providing development support for a product notices some of their long-standing
customers moving to a competitor because of improved value being delivered from their product. What should
the project manager do first?
A. Ask the product owner if the value delivery of the product has changed.
B. Put the ongoing product development on hold and discuss with the team.
C. Request a change to the product based on the new market insight.
D. Intensify the focus of the product to recapture the lost customers.

Answer: A

Q.56
A multiyear resource constraint project is midway through the execution phase. During a progress update
meeting, if 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?
A. Ask the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the
results to the team.
B. Prepare a monthly report by highlighting the completed deliverables and communicate the delay to
management.
C. Register the schedule risk and present the new resources requirement to the change management board for
schedule recovery.
D. Ask the project planner to identify the critical path and respective delayed activities, and then investigate
the reasons for the delay.

Answer: D

Q.57
A project manager agreed to a team member's request to have an alternative working schedule whereby they
begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been
scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m.
What should the project manager have done to prevent this situation?
A. Broken down the situation to identify the root cause.
B. Analyzed the boundaries of the negotiations for agreement.
C. Determined communication methods and channels.
D. Managed and rectified the ground rule violations.

Answer: B
Q.58
A supplier that the company has used for years has trouble accepting the new terms of an agile contract. They
do not understand the terms in the contract and feel they should not have to sign it because they have had a long
relationship with the company. Which action should the project manager take?
A. Issue a request for proposal (RFP) to find new suppliers with agile experience.
B. Change contract terms and conditions to avoid losing the supplier.
C. Ask the team if they can do the work until there is an available supplier.
D. Train the supplier in agile approaches to help them understand the contract.

Answer: D

Q.59
A project manager is assigned to a major construction project. The project is critical to the city's population, and
especially to the local government official who committed to delivering the project on lime as an election
promise. A new project sponsor has been assigned and wants to include aspects that the previous project
sponsor did not support. What should the project manager do next?
A. Invite the project sponsor to a briefing with the project team to demonstrate progress and seek further
support to meet project-committed deliverables.
B. Rebaseline the project as there is now a new project sponsor, which is presenting an opportunity to review
and recalibrate the project objectives.
C. Meet with the new project sponsor to review the current project scope and the requested changes.
D. Inform the new project sponsor that the new aspects will not be included in this project.

Answer: C

Q.60
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?
A. Cancel the current iteration and reschedule it with the dependent activity.
B. Include the dependent activity in the current iteration for team B.
C. Assign the two critical activities to team B in iteration two.
D. Ensure team B prioritizes the dependent activity in iteration three.

Answer: D
Q.61
A project team is working together on a computer relocation project, and all of the team members are
experienced with relocation. There are many ideas being shared during the team meeting, and too many ideas
result in the team being unable to conclude the relocation approach. What should the project manager do?
A. Employ a consulting company to offer best practice solutions.
B. Help the project team create consensus around the solutions.
C. Empower the team members to make decision themselves.
D. Seek management’s decision for the best relocation approach.

Answer: A

Q.62
At the beginning of a project, a project manager is asked to provide human resources (HR) with an evaluation
of every team member’s performance. This evaluation will be delivered at the end of the project. How should
the project manager approach this request?
A. Establish a set of objective and measurable performance indicators for evaluating team members and share
it with the team.
B. Evaluate the project team members’ performance based on whether the completed project fulfills its
intended objectives.
C. Meet with HR at the end of the project and provide a confidential evaluation of every team member’s
performance.
D. Ask the project team how they would prefer to be evaluated and use those criteria to share results with HR.

Answer: A

Q.63
To limit the amount of time and cost of using a contract programming firm, a product manager announces that
the developers will not be paid for unrequested embellishments to the product. What can the development team
and scrum master do to ensure they are paid for all their work?
A. Convert the story points on user stores to hours to provide estimates of the potential costs to the product
manager.
B. Ensure that the task board is used as an information radiator and all stories have enough detail to build the
required feature or function.
C. Have the product manager work with the scrum master to assign specialists to user stories to meet the
requirement.
D. Refine the definition of done (DoD) for user stories to ensure that part of the completion is a verification
review of the code.

Answer: B
Q.64
For the second time in a week, one of the team members failed to deliver their assigned work. As a result, it is
impossible for the team to achieve their agreed-upon target. What should the project manager do?
A. Seek a replacement who has the same skillset and availability as the team member.
B. Insist that the team member maintain the agreed-upon rate of output to maintain the deadline.
C. Discuss the issue with the team member to identify the root cause and work to resolve it.
D. Review the project team’s performance level and discuss areas for improvement.

Answer: C

Q.65
At a project meeting, a business analyst requires input from a marketing consultant to continue working on a
task. The business analyst has tried to contact the consultant but has been told that the consultant does not have
the time to discuss the project. What should the project manager do to move the project forward?
A. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss
the project requirements.
B. Urge the business analyst to continue contacting the consultant to discuss the project since this is the
responsibility of the business analyst.
C. Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary
time to the project.
D. Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their
responsibility to provide input.

Answer: A

Q.66
In a newly formed project team, one experienced team member is overwhelmed by the complexity of the tasks
and is not happy with the project team. What should the project manager do?
A. Set up team-building activities with the project team members to reduce tension.
B. Ask the team member to enter this potential schedule delay in the risk register.
C. Explain that the tasks are unavoidable and ask the team member to find a solution to overcome the
challenges.
D. Actively listen to the team member and identify ways to support their needs in completing the tasks.

Answer: D
Q.67
An organization is transitioning to an agile project delivery approach. Each project is structured as a Scrum
team. A project is in the initiation phase. In one of the workshops, a business subject matter expert (SME)
indicated that the project may have legal constraints. The legal team was not identified as a stakeholder in the
project brief. What should the project lead do?
A. Ask the solutions architect to contact the legal department and create the epic(s) in the product backlog.
B. Add the legal department to the list of stakeholders and contact them to discuss the project scope.
C. Ask the project sponsor to contact the legal department and identify the legal impact.
D. Advise the SME that there are no legal requirements identified in the project brief and continue the
workshop.

Answer: C

Q.68
A project manager is leading an engineering project. The project manager must obtain some certifications
before mass production, which is scheduled in 3 months. The certification process will require at least 6 months.
What should the project manager do next?
A. Discuss extending the mass production timeline by 3 months with the project sponsor.
B. Meet with senior management to discuss the possibility of an extension to the project timeline.
C. Engage a consultant to shorten the certification process to meet the schedule requirement.
D. Assess and evaluate the certification process and understand the best and worst case scenarios.

Answer: D

Q.69
An organization is going through a transformation, migrating most of its projects from a predictive to an agile
approach. The marketing VP, who is also a key stakeholder, expressed a concern about losing control of
features that will be implemented in the product lines. What should the project manager responsible for this
project do?
A. Apply influence with other key stakeholders to mitigate risks that may be generated by the marketing VP.
B. Email the marketing VP with a cost-benefit analysis of the new model, detailing how the company will
improve its products.
C. Schedule a meeting with the marketing VP to discuss and clarify the benefits of using an agile approach.
D. Review the issue with the marketing VP and request additional project funding for team training.

Answer: C
Q.70
A project team is working remotely on a project with tight deadlines. In the middle of the project, a team
member is replaced with an individual who is new to the company. The document repository is available to
review, but since the project is quite complex it could take time to understand the details related to the new
team member’s responsibilities. What should the project manager do?
A. Organize a social event to introduce the new team member to key stakeholders and the project team.
B. Ask the new team member to review the repository and schedule a meeting to provide details and tasks.
C. Introduce the new team member to the project team and provide an explanation of the key themes.
D. Assign tasks and provide contacts so the new team member can contact the appropriate resources for
support.

Answer: D

Q.71
A member of an agile team constantly borrows the password to enter the software development platform. This
situation has created a problem, because a version of the code was modified without authorization and nobody
wants to take responsibility for this modification. What should the project lead have done to prevent this
situation?
A. Defined the ground rules
B. Shared the code of ethics
C. Checked user permissions
D. Reviewed the security policies

Answer: D

Q.72
An agile project for a database migration impacts nearly all business units of the corporation. Every effort has
been made to complete the migration before the end-of-support date for the database platform. A new
impediment now implies the need to continue use of the old platform another year at a higher support price.
What should the product owner do about this situation?
A. Reprioritize the backlog based on story size and competence availability.
B. Switch to a predictive approach to prevent any further delays to completion.
C. Remove low-value items from the backlog to compensate for the higher cost.
D. Reprioritize the backlog based on value and cost of delay divided by duration.

Answer: C
Q.73
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, yes 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?
A. Discuss growth and development needs with the team member and provide learning opportunities
accordingly.
B. Create a self-paced learning plan with the team member during working hours, with checkpoints on learning
progress.
C. Review which tasks the team member would feel more motivated to work on, then assign those tasks to the
team member.
D. Replace the team member with a resource from another team who already has the requisite training and
skills need.

Answer: A

Q.74
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?
A. Reallocate this team member's tasks to others for the immediate future.
B. Understand the team member's personal issue and offer them support.
C. Ask the human resources (HR) manager to speak with this team member.
D. Coach the team member on how to keep work and personal issues separate.

Answer: D

Q.75
A project manager has been newly assigned to an existing project. The project manager noted that the input
from a business unit, which is critical to the success of the project, was not included in any project assets.
Instead, there were many complaints about the project’s operational results and the alignment with solutions
affected by the business unit’s operations. What action should the project manager take?
A. Optimize alignment among needs, expectations, and project objectives.
B. Validate that the project requirements information is up-to-date.
C. Determine a strategy for change responses to new objective requests.
D. Determine the degree to which the project is in compliance.

Answer: B
Q.76
An external project manager is managing the construction of new corporate offices for a large company. The
project management plan states that if is necessary to contract a highly trained external resource to revise and
validate an important project component. The client has rejected hiring the external resource because of the
high cost, even though it is within the project budget. What should the project manager do to resolve this issue?
A. Ask the client for a meeting and explain that the task will not be performed.
B. Evaluate the consequences and meet with the client to explain the possible scenarios.
C. Try to accomplish the task internally by leveling resources from other projects.
D. Hire the resource in order to achieve the project objectives.

Answer: B

Q.77
After releasing the first deliverable of the project, one of the impacted departments refused to use the system
because they believe that it adds more work. What could the project manager have done prevent this?
A. Conducted a stakeholder analysis
B. Reviewed organizational standard policies
C. Created an escalation plan
D. Deployed a user survey

Answer: A

Q.78
A project manager is managing a poorly defined internal project. The project manager received several change
requests raised by the organization’s upper management. What should the project manager do first?
A. Request a provisional budget increase to avoid any budget overruns.
B. Review the proposed changes to understand the impact on the project.
C. Motivate the team to avoid the frustration of working on a prolonged project.
D. Assess the time overrun and start implementation to avoid additional delays.

Answer: B
Q.79
A project team is prioritizing the creation of team artifacts and enforcing it rigidly, while they face issues with
delays in deliverables. How should the project manager respond?
A. Recognize the team's efforts for documenting artifacts and motivate them with an incentive mechanism.
B. Implement stricter controls so that project artifact creation is given the utmost importance.
C. Facilitate the implementation of an automated tool for the team to manage project artifacts.
D. Advise the team that solely focusing on artifacts will not produce successful team deliverables.

Answer: A

Q.80
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?
A. Seek a decision from the construction team after explaining the project budget and schedule constraint.
B. Use the Point B option because it will save the project cost and time.
C. Add the issue to the change log and request additional budget through the change control board (CCB).
D. Perform a cost-benefit analysis to evaluate using the Point B option.

Answer: D

Q.81
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?
A. Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on
later in the project.
B. Inform the customer that there will not be any deliverable due to the complexity involved in the
requirement.
C. Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of
the complex work.
D. Allow the team to focus and complete the complex work because it will reduce the risk of finding issues
later in the project.

Answer: D
Q.82
A key project team member had an accident and will be in the hospital for at least two months. The backlog
items the team member was working on have been delayed since the team member was the only person who
knew how to complete them. What could the project manager have done to avoid this situation?
A. Identified this risk and defined a risk response plan.
B. Assigned the backlog items to at least two of the team members.
C. Reserved a contingency budget for external consultants.
D. Developed a knowledge transfer plan.

Answer: D

Q.83
A project is on its second iteration out of eight. After some daily meetings, the project manager notices that one
team member is always directing the meeting. The team is not comfortable with the situation and, as a result,
the activities are blocked. What should the project manager do?
A. Conduct a session to help the team improve their interactions.
B. Update the risk register and define a contingency plan.
C. Meet with the team member to show the impact of their behavior.
D. Moderate the daily meetings to help the team to feel more comfortable.

Answer: A

Q.84
A project manager is working on an agile project that is within the scope of a recently announced corporate
audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the
following week. What should the project manager do to prepare for the audit?
A. Reserve story points for the next iteration if needed.
B. Review the project information.
C. Ask for a waiver during the audit.
D. Ask the development team to provide compliance information.

Answer: D
Q.85
A company recently adopted agile to develop innovation projects. The project manager is experiencing
problems with some team members who consider some agile ceremonies to be unnecessary. What should the
project manager have done before the beginning of the project?
A. Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.
B. Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.
C. Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their
routine.
D. Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the
project.

Answer: D

Q.86
An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only
has a predictive background, started working at the company. In the first meeting with the project manager, the
director demands a weekly project status report. What should the project manager do?
A. Introduce the agile aspect to the director and agree on a solution.
B. Invite the director to attend the daily standup meetings.
C. Explain to the director that agile projects have live reports.
D. Share this with the team and ask them to develop reports for the director.

Answer: B

Q.87
A project is starting its sixth iteration out of seven. During the daily meeting, a team member explains that a key
function will take longer to complete than originally anticipated. What should the project manager do?
A. Update the issue log and escalate the problem to the project sponsor.
B. Review the options and possible solutions with the project team.
C. Ask for a project extension to deliver the committed scope.
D. Ask for help to increase the team capacity to deliver on time.

Answer: B
Q.88
A company plans to initiate a project involving a new technology. Approval for the project is required. What
should the project manager do?
A. Define change management for the new technology.
B. Identify the risks in implementing the new technology.
C. Analyze the cost and identify the project benefits.
D. Review the cost and schedule baselines for execution.

Answer: D

Q.89
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?
A. 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.
B. 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 time.
C. Meet with the operations manager to explain the background for the change and understand the operation
manager's concerns about the change.
D. 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.

Answer: C

Q.90
Five project team members are working on a software development project. As the time line for the project is
very tight, the members are working overtime to keep the project on schedule. Recently, two members
submitted resignations. What should the project manager do?
A. Escalate to the project sponsor and seek approval for a schedule delay.
B. Acquire experienced additional resources from third-party suppliers.
C. Assist the team to reallocate the task to the three team members.
D. Acquire replacements by starting the hiring process immediately.

Answer: D
Q.91
During the initiation phase, a sponsor recommends that all team members should be colocated. Some of the
team members need a significant amount of time to commute, and there is no office space available. What
should the project manager do?
A. Colocate the project team because it will increase efficiency.
B. Assess the business benefits of a colocated project team.
C. Log this as a risk, since collocating the team will require additional costs.
D. Colocate the project team because that is what the sponsor requested.

Answer: B

Q.92
During a project kickoff meeting, the client indicates that the benefits of the project will become the most
important revenue stream for the company. The client needs to find opportunities to deliver value to their
company as soon as possible. What should the project manager do?
A. Apply project schedule compression techniques to deliver benefits faster.
B. Align the goals of the project with the revenue goals of the company.
C. Develop a project management plan to achieve the goals of the project faster.
D. Plan project iterations taking into consideration value delivery.

Answer: D

Q.93
During a project meeting, the project manager expressed the importance of delivering reports on time. These
individual reports will be consolidated into a single report. One of the team member’s reports was not delivered
on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of
teamwork and impacts project success. What should the project manager do to resolve this issue?
A. Assign the task to someone else on the team.
B. Discuss it with the team member in confidence.
C. Discuss this matter during the project meeting.
D. Include this item in the risk register.

Answer: B
Q.94
A steering committee has asked the project manager to assist with the decision-making process between build
versus buy delivery options. Which value metric should the project manager evaluate to respond to the steering
committee’s request?
A. Earned values (EV)
B. Expected monetary value (EMV)
C. Net present value (NPV)
D. Impact value

Answer: B

Q.95
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?
A. Quality management plan
B. Communications management plan
C. Procurement management plan
D. Risk management plan

Answer: B

Q.96
During the fourth sprint, a project manager noticed that none of the customer representatives have participated
in any of the sprints. The team told the project manager that they has a prototype ready. What should the project
manager do next?
A. Invite the customer representatives to the review meeting to review the prototype with the team.
B. Tell the team to create a prototype manual to provide guidance for the end user.
C. Contact the customer to confirm that they received updates of the work in progress (WIP).
D. Deliver a presentation about the capabilities to the quality assurance (QA) team.

Answer: A
Q.97
During the execution of a construction project, one of the neighboring businesses is complaining that the
current building height does not agree with initial project plans. What should the project manager do first?
A. Ask the neighbor to leave the site immediately because the site is on private property.
B. Inform the neighbor that all of the project documentation has been approved.
C. Inform the neighbor that the complaint will be escalated to the project sponsor.
D. Ask the neighbor to submit a formal complaint about their concerns.

Answer: D

Q.98
A new quality report was distributed to stakeholders after the sponsor approved it. A senior manager requests
changing the colors and size of some of the graphs included in the report. What should the project manager do?
A. Ask the team to make the manager’s requested changes.
B. Advise the manager to raise a change request.
C. Reject the change as the report was approved previously.
D. Incorporate the change in a future report.

Answer: B

Q.99
A project has come to a halt. What should the project manager do to get the project back on track?
A. Create a Kanban board that describes each blocker.
B. Review the status of each blocker at the daily standup meeting.
C. Create a radiator that places the blockers in a tabular format.
D. Engage with the project team to understand the blockers.

Answer: D

Q.100
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?
A. Assign critical tasks to the most experienced team members.
B. Review the budget with the team for the needed resources.
C. Explain the higher-level objectives to be assigned to the team.
D. Review lessons learned from similar projects with the team.

Answer: C
Q.101
Three testers joined the project team just before the end of the build. During the project team meeting, the
testers indicated that the project quality is poor, and they should not continue testing until all the defects are
fixed. Which three actions should the project manager do? (Choose 3)
A. Continue with testing according to the plan
B. Ask the testers to provide additional information.
C. Stop the project and review the output.
D. Ask the sponsor for assistance and guidance.
E. Brainstorm the issue with the project team.

Answer: A, B, E

Q.102
A project manager is assigned to an analysis project for a customer. The project manager needs to keep the
performance of the team a step ahead of the estimated delivery schedules. What should the project manager do
to impact the sprint cycles going forward on the project?
A. Engage an expert in project management to explain to the team how fast to work on the sprint cycle.
B. Work with the team on how to focus on only precommunicated project results.
C. Train the team to analyze data and complete the user stories within the schedule.
D. Build the capacity of the team to improve sprint cycles and provide weekly trend reports.

Answer: B

Q.103
A sponsor requires that the established quality standards for the project be met. As a result, the sponsor asks the
project manager for stable measures to ensure that the quality is met. Which three actions should the project
manager do? (Choose 3)
A. Identify the acceptance criteria during the retrospective that meet the quality standards.
B. Perform a risk analysis to determine the impact of not complying with quality standards.
C. Analyze the lessons learned to determine appropriate testing metrics in quality standards.
D. Incorporate performance metrics on the verified deliverables according to quality standards.
E. Identify in the iteration planning the acceptance criteria that meet quality standards.

Answer: B, D, E
Q.104
An urgent meeting has been established with the project team to discuss the cause of some quality issues that
are preventing delivery to the client. The product owner recommends a root cause analysis (RCA)
What should the project lead do?
A. Facilitate the meeting so anyone can share their ideas and is heard during the session.
B. Discuss the recommendations with the test manager and request better quality control.
C. Allow the team to self-organize so one of the resources can lead the team to achieve consensus.
D. Discuss the product owner's recommendations with the team and implement the agreed-on solutions.

Answer: D

Q.105
A project team is transitioning to agile delivery. The team uses a Kanban board to track progress. In the daily
meetings, the team members have been reporting good progress. However, the cards on the board are not
progressing toward "done". What should the project manager do?
A. Remind the team that self-organized teams are accountable for project progress.
B. Ask each team member to include the completion date on their cards.
C. Ask the development lead to indicate low performers after the daily meeting.
D. Cancel the daily meetings and organize weekly project team meetings.

Answer: A

Q.106
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 unit. 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?
A. Invite the manager to the scheduled sprint review.
B. Ask the manager to get an approval from the product owner.
C. Organize a special demonstration for the manager only.
D. Refer the sprint review request to the project sponsor.

Answer: C
Q.107
During the initial stage of a project, the team estimated activities for the next iteration in story points. It was
agreed that each story point would be assumed to be equal to one day of effort during project execution. There
are some activities estimated as two story points and others estimated as 100 story points. What should the
project manager ask the team to do next?
A. Negotiate the estimation so it gets smaller.
B. Break down the larger activities into smaller ones.
C. Execute the smaller estimated activities.
D. Resize the story points.

Answer: B

Q.108
A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for
vacation, the product owner communicated that the documentation had been uploaded to the project file
repository. What should the project manager do to address this issue?
A. Audit the effectiveness of the management of project artifacts.
B. Investigate new software tools used to manage project artifacts.
C. Assign a team member to manage project artifacts.
D. Improve email communication protocols to manage project artifacts.

Answer: A

Q.109
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?
A. Acknowledge the project closure criteria has been met and release the remaining budget and resources.
B. Ensure product quality by spending the remaining resources and time on additional quality checks for the
product.
C. Use the remaining time and resources to add additional scope to the project without spending the project
budget.
D. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover
budget.

Answer: A
Q.110
Two project managers are working on separate projects that have identified the same matter expert (SME) as
critical to their projects. Project A is using a predictive approach and Project B is using an agile approach.
Which project should the SME be allocated to?
A. The project with the less experienced project manager to improve the likelihood of success.
B. The project with the highest score in the program to improve the likelihood of success.
C. Project A, because project planning was based on the assumption that the SME would be available.
D. Project B, because success in a agile project is determined by technical excellence.

Answer: D

Q.111
A project manager is working on multiple building construction projects using a predictive project management
approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the
current project methodologies. The project sponsor now wants the projects to use more agile methodologies.
Before mandating any agile methods to be used in a project, what should the project manager do first?
A. Provide agile training to those who will be part of the project team.
B. Shift all existing projects to agile methodologies with a strict timeline.
C. Assess the organizational culture and readiness for the transformation.
D. Pause the current projects to align them to the new agile cadence.

Answer: C

Q.112
A project is about to start. The project manager has found that the client does not have an appropriate
knowledge management system and does not have a requirement for it. What should the project manager do?
A. Ask the team to collect the knowledge locally and share it at the end of the project.
B. Coordinate with the team and the project stakeholders to collect the knowledge.
C. Utilize the cloud wiki to collect the necessary knowledge.
D. Provide just-in-time knowledge to the client upon request.

Answer: B
Q.113
A project has completed the first phase. During the lessons learned meeting, the project manager reported that
the project was successful because it was on time, on budget, and on scope. The sponsor objected and said that
other project benefits, such as cost reduction of the product and system response time, were not achieved. What
may have caused this situation?
A. The benefits should have been managed at the organizational level.
B. The acceptance criteria were not accurately defined.
C. The change control plan was not followed by the project manager.
D. The items did not appear in the project management plan.

Answer: B

Q.114
An organizational policy requires project managers to carry out two audits per month: one for their own project
and one for another project manager’s project. After a recent audit review, team members suggested that it is
not fair to have their deliverables audited by a peer. What should the project manger do to avoid this situation?
A. Use casual meetings instead of audits.
B. Ask the organization to remind staff that audits are a requirement.
C. Set up an audit policy in the scope management plan.
D. Complete the audits less frequently.

Answer: B

Q.115
A customer asks the project manager to complete a project 10 days earlier than planned due to marketing
constraints. After discussing this request with the project team, the project manager concludes that this can be
achieved if a few activities can be overlapped. Which approach should the project manager take?
A. Fast-track the activities based on limitations and dependencies.
B. Review the schedule and perform resource leveling.
C. Release the minimum viable product (MVP) earlier and enhance it in the next iteration.
D. Add subject matter experts (SMEs) to perform the project activities in parallel.

Answer: B
Q.116
Project stakeholders are engaged in a discussion on how to achieve the best user experience in the design of a
new application. The agile team is divided on the approach. The conflict is more of a collective disagreement
than an outright conflict. What should the project manager do next?
A. Call a team meeting to have a formal discussion of the issue.
B. Engage in Individual conversation with each team member.
C. Allow the team to work through it on their own unless help is needed.
D. Apply appropriate conflict resolution techniques to solve the issue.

Answer: D

Q.117
A project manager has been keeping track of impediments that have been discussed with the team in daily
meetings. The risk register continues to grow, and only a few impediments have been mitigated. What should
the project manager do?
A. Identify any critical impediments that may affect the project.
B. Ask the project team to resolve the impediments.
C. Discuss how to remove the impediments with the sponsor.
D. Stop development until all impediments are resolved.

Answer: A

Q.118
A project is late due to a large number of scope changes. This was raised as a risk in the risk register during the
initiation phase. The team is afraid that they will be blamed in case of failure and recommends that the project
manger ask for an extension. What should the project manager do first?
A. Refer to the change log and ensure that changes are documented.
B. Ask the sponsor for their advice on the way forward.
C. Ask the team to document the impact of the risk in detail.
D. Refer to the risk register and follow the mitigation plan.

Answer: D
Q.119
A project manager regularly sends out project progress reports. However, there have been a few complaints
from stakeholders who expressed that the communication does not meet their needs. What should the project
manager do?
A. Introduce a separate stakeholder engagement meeting.
B. Communicate the project details to the stakeholders.
C. Communicate progress more frequently to the stakeholders.
D. Analyze the communication needs of the stakeholders.

Answer: D

Q.120
The project team has onboarded members from all over the world and will now work virtually to create project
deliverables. There are both language and time zone challenges with this project team, but each team member is
an expert in their trade. What should the project manager do first to address the challenges?
A. Review the communications management plan to assign resources for a facilitator.
B. Schedule meetings at a time when all members can attend based on the time zones.
C. Engage with human resources (HR) to determine if some team members may be relocated.
D. Investigate alternatives for virtual meeting times and written communication methods.

Answer: A

Q.121
A project manager is reviewing the documents for closing a phase when the customer calls to say that the
project is not generating any value for the company. What should the project manger do?
A. Wait to close the project until the customer is satisfied.
B. Validate the project scope, objectives, and outcomes with the customer.
C. Analyze which activities will generate the most value for the project.
D. Perform a cost-benefit analysis for the project.

Answer: D
Q.122
A project manager is initiating a project to create a new service that has never been done before in their
organization. The project manager is trying to determine what resources are required for their project team but
is receiving conflicting resource requirements from the team, sponsor, and key stakeholders. What should the
project manager do next?
A. Evaluate the resource options and propose alternatives to the project team for their approval.
B. Determine if there is a subject matter expert (SME) who has expertise in the new service to assist with
resource requirements.
C. Evaluate and prioritize the resource requests from the project’s key stakeholders.
D. Identify the resources that are agreed upon to initiate the project and request additional resources later.

Answer: B

Q.123
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?
A. Meet with all seven of the project stakeholders and request all of their feedback.
B. Schedule a meeting with the reluctant project stakeholder to obtain their feedback.
C. Explain to the sponsor why the reluctant stakeholder needs to provide feedback.
D. Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

Answer: B

Q.124
A project lead is managing a construction project in an isolated location. There have been delays due to difficult
working conditions, which team sickness and absences. How should the project lead manage those issues to get
the project back on track?
A. Review the project scope in order to simplify it and shorten project duration.
B. Ask human resources (HR) to find individuals to replace team members.
C. Ask for additional budget because the project end will be delayed.
D. Identify the causes of the issues in order to find a suitable solution.

Answer: D
Q.125
A team is about to close a deployment and is waiting to receive critical information from the customer. The
customer continues to postpone sending information, which is consequently delaying the deployment. What
should the project manager have done to prevent the delay?
A. Engaged the sponsor and sought their support.
B. Asked the team to use the sample data.
C. Delegated the task to the product owner.
D. Received all key information ahead of time.

Answer: A

Q.126
A customer approaches the product owner with a new requirement and asks for a rough estimation to
implement it. The outline of the task would be similar to a prior deliverable. What should the product owner do
to properly inform the customer?
A. Refer to the lessons learned register where the experience and effort of former requirements should have
been noted.
B. Check the work breakdown structure (WBS) and the cost estimation for the similar requirement and provide
an estimate for the new requirement.
C. Revisit the user story of the similar requirement, learn about its story points and velocity, and sketch out the
time needed for this requirement.
D. Analyze the current backlog and the backlog refinement to determine a gap for fulfilling the requirement.

Answer: C

Q.127
A project manager is working on a software development contract. The project is halfway through a 3-year
contract when there is a change in the political landscape and 20% of the stakeholders are replaced. Almost
immediately decisions become delayed, invoices go unpaid, and meetings become unmanageable. What tool
would assist the project manager to better understand the new project landscape?
A. Engagement analysis
B. Stakeholder analysis
C. Communication analysis
D. Power distance analysis

Answer: B
Q.128
A project manager is managing a project with team members who are working all over the globe. The project
notices that each team member's deliverables do not meet the requirements. What should the project manager
do first?
A. 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.
B. Meet with the project team to explain that noncompliant deliverables must be reworked and submitted
immediately to avoid project delays.
C. Discuss the process used to create the noncompliant deliverables with the project team to see if there was a
potential misunderstanding.
D. Assemble the project team via conference call to tell them that disciplinary action will be taken if any more
noncompliant deliverables are submitted.

Answer: C

Q.129
During a planning session, the development team and the product owner are arguing about the effort needed to
deliver a specific feature in a software development project. The product owner says that the feature can be
developed in one week, whereas the team estimates that it will take at least two weeks. After several hours of
discussion, they have not reached an agreement. What should the project lead do?
A. Ask the project team to accept the shorter estimate as it is important to keep a good relationship with the
product owner.
B. Decide what should be the time estimate and proceed with the planning meeting.
C. Educate the product owner that the project team members are the most appropriate group for assessing the
effort.
D. Communicate to the stakeholders that the project has to be delayed for two weeks.

Answer: B

Q.130
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?
A. Coach the new team member to conduct the testing the way it has always been done for this project.
B. Request that the new team member do the testing the way it has always been done for this project.
C. Schedule a meeting with the new team member to learn about the new method of testing.
D. Ask the new team member to focus only on development and not do the testing.

Answer: A
Q.131
A project manager is reviewing a draft of the team charter with key stakeholders. During the meeting, a conflict
occurs between the sponsor and the product owner. How should the project manager deal with the situation?
A. Postpone the meeting and invite a subject matter expert (SME) to join the next meeting.
B. Postpone the meeting and ask the project sponsor and product owner to take their discussion offline
C. Continue the meeting and use facilitation techniques to improve communication within the team.
D. Continue the meeting and ask the project sponsor and product owner to take their discussion offline.

Answer: D

Q.132
A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the
customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few
external contractors in the project who do not agree with this idea as they feel it is a waste of time. What should
the project manager do?
A. Ask the customer to develop a document with the requirements.
B. Warn and penalize the contractors who do not attend the meeting.
C. Welcome and involve the contractors as part of the project team.
D. Ask the contractors to meet with the customer independently.

Answer: D

Q.133
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?
A. Send bot team members to the human resources (HR) department for an acceptable resolution.
B. Understand each team member's argument and select the one that results in less risk to the project.
C. Offer a compromise that is acceptable to both team members, even if it may not be the best solution.
D. Help the team members to resolve the conflict in a way that results in the best team performance.

Answer: D
Q.134
Before a daily standup, a team member informed the project manager that they have accepted a job offer at
another company. The team member explains that they plan to present their resignation to the functional
manager. What should the project manager do next?
A. Contact the product owner and review the current sprint backlog.
B. Communicate to the team members at the daily standup.
C. Alert the functional manager about possible delivery delays.
D. Contact the functional manager and develop a mitigation strategy.

Answer: D

Q.135
A project development team is located in different areas around the world. Last week, a very important release
was delayed because one of the developers did not respond on time to an email that was sent to everyone. The
developer seems to have missed reading the email. What should the project manager do to avoid these
situations?
A. Review the communications management plan.
B. Review the stakeholder engagement plan.
C. Review the resource management plan.
D. Review the risk management plan.

Answer: C

Q.136
Due to a change in market conditions, the business value for the original project requirements has changed.
What should the project manager consider for execution?
A. Negotiate with the stakeholder to delver with existing business value.
B. Evaluate and work on small requirements to deliver business value.
C. Take into consideration the requirements with the modified business value.
D. Continue as planned since changes will have no impact on the project.

Answer: C
Q.137
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?
A. Apply additional resources to realize the early deliverable and ensure the next milestone is achieved.
B. Evaluate whether the client's request will add extra features to the project deliverable.
C. Focus on the deliverable of the next project milestone as per the client's strict instructions.
D. Review the change management plan to discuss early benefits realization with the client.

Answer: D

Q.138
A project manager is leading a project in which the product requirements have not been fully met due to several
uncertainties about customer acceptance. What should the project manager do?
A. Stop all project activities until all requirements are set up front by the project sponsor and the key
stakeholders.
B. Gather enough requirements to produce a minimum viable product (MVP) with which to evaluate customer
acceptance.
C. Gather a reduced number of approved requirements and add some extra features to fulfill the product
specifications.
D. Ask team members to research and collect data about the best features offered by similar products in the
market.

Answer: A

Q.139
An organization is using a hybrid delivery approach for a complex project. In the iteration review, a senior
manager asks for a complete redesign of the functionality presented. The manager is new to the organization
and has no experience with agile delivery. What should the project lead do first?
A. Inform the manager that their request will be escalated to the project sponsor.
B. Ask the manager for more details about their expectations for the functionality.
C. Inform the manager that the agreed upon scope cannot be changed.
D. Ask the development team to explain how the functionality was implemented.

Answer: D
Q.140
A project defined to be executed in four months is divided into eight iterations. During its first retrospective, the
team realizes that only one member has experience doing a key project requirement. What should the project
manager do?
A. Ask the sponsor to add team members with the required experience.
B. Ask the sponsor for a training course for the team.
C. Plan knowledge-sharing sessions within the team.
D. Invite the team member to share experience in the next retrospective.

Answer: C

Q.141
A project manager forms a new virtual project team that will be leading the project subcontractors in various
countries. The project manager notices that each of the team members comes from a different culture. Which
action should the project manager take to increase team cohesiveness?
A. Arrange a weekly virtual meeting to allow team members to exchange their cultures.
B. Execute a rotating relocation, where team members spend a certain amount of time in each of the countries.
C. Require each team member to physically attend at least two meetings per year.
D. Empower the team and emphasize the project manager’s trust in them.

Answer: A

Q.142
A project manager is leading a digital transformation project in a large geographically distributed organization.
During the execution phase, the project team noticed that the organization’s employees and heads of
departments have different perceptions and expectations of the project and its outcome. The project manager is
afraid that it may impact the project’s success. Which two actions can the project manager do to resolve this
issue? (Choose two)
A. Foster stakeholder engagement in order to improve communication.
B. Discuss the issue with the project sponsor in order to handle it efficiently.
C. Share the project objectives to ensure they are properly digested.
D. Proceed as planned as these situations are quite common in large projects.
E. Insist on face-to-face meetings in order to understand the real concerns.

Answer: A, C
Q.143
Due to price inflation, an agile project manager has identified that the available project funding will not be
enough to bring on an additional team member for the upcoming iterations as initially planned. The project
budget and release deadlines are tight. The existing cross-functional team is experienced. What is the first
approach the project manager should take?
A. Delay the hiring of the additional resource until market conditions are favorable to work within project
requirements.
B. Ask the functional managers to source a less experienced and less expensive team member for the project.
C. Ask the business stakeholders to reduce the number of features required for the project.
D. Request the current team to analyze the work planned for the additional resource.

Answer: D

Q.144
In a financial company, a strategic project has been planned to use a predictive approach. During project
planning, the product leader requests that milestones be submitted for review. There is a defined scope and an
established deadline to conclude the project. What should the project manager do first to meet the product
leader's expectations?
A. Change the project charter to indicate that the approach will be different.
B. Inform the product leader that they must wail until the end of the project.
C. Meet with the software team to review the possibility of monthly milestone reviews.
D. Modify the project management plan to use an agile framework to incorporate milestones.

Answer: D

Q.145
A project manager is managing a project in a fast-paced environment. The project manger needs to empower
the team to collaborate toward an expected outcome and enable high-team performance. The CEO has
suggested that the project manager apply a servant leadership style. What should the project manager do to
demonstrate the capabilities of a servant leader?
A. Assess the business case and define the project priorities to motivate all team members,
B. Create an environment where all team members compete to achieve the desired results.
C. Define the project’s objectives and create an environment where all team members can succeed in achieving
them.
D. Encourage all team members to develop the perfect plan to achieve the desired results.

Answer: C
Q.146
A project is nearing the completion of a sprint when the product owner announces that a local regulator has
banned part of the deliverable. What should the project manager do?
A. Complete the sprint, but do not release the deliverable.
B. Perform a sprint risk assessment and analyze challenges.
C. Add more items to the sprint backlog that will add value.
D. Complete the sprint and seek a waiver from the regulator.

Answer: B

Q.147
During the execution of a project, an experienced team member informs the project manager that they cannot
take part in all of the scheduled project activities due to a conflicting operational schedule. What should the
project manager do?
A. Discuss the situation with the team member's functional manager to see it the schedule can be adjusted.
B. Replace the team member with another available resource on the team.
C. Check with the project management office (PMO) on the available resources to complete the activities.
D. Encourage the team member to prioritize scheduled project activities.

Answer: D

Q.148
A project manager is leading a program execution and has challenges, because a project team waits for every
decision to be made by the project manager. The progress of the team is slow because the project manager is the
bottleneck. Upon assessing the situation, the project manager realized that the team members can handle the
work on their own. What should the project manager do?
A. Revise the roles and responsibilities and empower the team to make their own decisions.
B. Escalate the situation to the resource manager to ensure the team makes their own decisions.
C. Gather feedback from all team members and define a process to handle the team request.
D. Raise a resource request to get complimentary training for the project manager and team members.

Answer: A
Q.149
The project team is experiencing schedule delays due to issues arising with suppliers. Some of the tasks are on
the critical path. What should the project manager do in this situation?
A. Review the critical path with the stakeholders to define next steps.
B. Discuss the critical path issues with the purchasing department.
C. Review the work breakdown structure (WBS) with the suppliers.
D. Escalate the supplier-related issues to the sponsor for resolution.

Answer: A

Q.150
A project manager is managing a new type of project for a traditional organization. The culture of the
organization is not typically is support of change. Which two factors should the project manager consider in
developing the portion of the project plan related to culture? (Choose 2)
A. The amount of risk the organization is willing to accept.
B. The amount of flexibility the team exercises while doing work.
C. The influence of the stakeholders on the project.
D. The relevant experience and qualifications of each team member.
E. The speed the team can perform without compromising quality.

Answer: A, C

Q.151
A project manager is assigned to a technical research project. The project team has already been assigned, and
the main subject matter expert (SME) sends the project manager a list of the technical skills required for the
execution of this project. What should the project manager do next?
A. Discuss the list with the project sponsor to confirm that the resources have the required skills.
B. Ask the functional manager to review the resource pool and recommend the right individuals to join the
team.
C. Meet with the project team to understand their skills and identify potential gaps and training requirements.
D. Send the list to the project team and ask them to get training on the required skills.

Answer: C
Q.152
A project manager is happy to have a motivated, highly talented team working together in a cheerful
atmosphere. However, many members of the team are distracted by their telephones during meetings, show up
late, or interrupt one another by telling jokes. What should the project manager do first?
A. Incentivize the team members with a monetary punctuality reward.
B. Ask the team to discuss frustrating meeting experiences from past projects.
C. Speak separately to the team members causing the disruptions.
D. Remind the team of the ground rules in the next meeting.

Answer: D

Q.153
Based on a new company policy, an aviation software project has been structured to use an agile approach. The
project is subject to industry regulations, which require detailed tracking and archival of product changes. What
should the project manager use to understand the impact of compliance on this project?
A. User stories and release plan
B. Scope of work and product backlog
C. Sprint retrospective and release plan
D. Product backlog and definition of done (DoD)

Answer: D

Q.154
A team has noticed a labeling mistake in two different prototypes. The mistake resulted in a need to apply a
different destructive testing plan for each prototype. This resulted in a decline in team morale. What should the
project lead do?
A. Influence stakeholders to support the team allowing recovery within limits.
B. Lead the team through the next sprint to prevent a similar issue.
C. Use cost and time contingencies to mitigate a project baseline impact.
D. Bring in subject matter experts (SMEs) to coach the team.

Answer: D
Q.155
There are two interdependent projects: the first project is in execution, and the second one is about to be
deployed. The first has been delayed, which is now affecting the second project due to the sharing of resources.
What should the project manager do in this situation?
A. Organize a meeting with the development team and explain that, due to a resource shortage, the project will
be delayed.
B. Ask for written commitment from the team manager assuring the deployment team can work on only one of
the projects.
C. Ask the procurement team to solicit offers from external provides in order to replace the internal resources
for the deployment.
D. Assess the issue with the deployment resources’ availability and define a plan to deploy extra resources to
the deployment team.

Answer: D

Q.156
A project manager notices that a new junior team member's suggestions are constantly rejected by senior team
members. The senior team members find the suggestion valid and innovative, but unrealistic. Following several
project assignments the senior members request to have the junior team member removed. What should the
project manager do next?
A. Encourage further and deeper discussions among team members.
B. Remove possible conflicts from future project assignments.
C. Group the new team members together for training purposes.
D. Accept the demands and remove the junior team member.

Answer: A

Q.157
A company is going through a large cost-cutting initiative. Senior management requests a report on the work
remaining for outstanding projects. Which tool should the project manager use for this purpose?
A. Forecast estimation
B. Cumulative flow diagram
C. Burndown chart
D. Earned value (EV)

Answer: D
Q.158
A project is halfway through its execution phase. The quality specifications for the project deliverables are
formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the
quality specifications. What should the project manager do in this situation?
A. Document the issue in the issue log and send a report to management.
B. Review the requirements traceability matrix and conduct inspections.
C. Inform the project sponsor of the stakeholder's dissatisfaction.
D. Notify the stakeholder that arbitration procedures will be followed.

Answer: B

Q.159
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics
reported by the project manager, which gives the impression that the project is out of control. The project
manager has been providing the project's status according to the agreed-upon communications management
plan. This key stakeholder, however, seldom attends the status report meetings. What should the project
manager do first to address this situation?
A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed.
B. Use the contingency reserves to implement fast tracking and improve the schedule key performance
indicators (KPIs).
C. Provide evidence to the project sponsor that the project is on track and the communications have been sent.
D. Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the
stakeholder.

Answer: A

Q.160
A struggling company is executing a critical project. However, due to external environment changes, there is
not enough funding to complete the project. What should the project manger do first?
A. Ask the project sponsor to look for additional funding.
B. Reduce the scope of the project to match the available funds.
C. Assess the impact and evaluate alternatives to accommodate the change.
D. Park the project until the external environment is favorable.

Answer: C
Q.161
A project manager is executing a large project with many stakeholders. One of the primary stakeholders is
requesting a change to the project scope. The project manager knows that this scope change will not require
much effort from the project team. The project manager is worried that going through the full change control
process will hold up the project schedule. What should the project manager do?
A. Submit a formal change request since the change is affecting the project baseline.
B. Ask the primary stakeholder for their official approval to avoid the change control process.
C. Reject the change request because the project is already being executed.
D. Implement the change in order to avoid changes to the schedule beseline

Answer: A

Q.162
A project manager has recently been asked to take over an existing project that is halfway through execution.
The project sponsor asked the project manager to ensure that the work carried out and the product being created
do not deviate from the prescribed business value. What should the project manager to do achieve this goal?
A. Review the requirement management plan.
B. Carry out quality audits and failure analyses.
C. Review the benefits realization plan.
D. Monitor the work breakdown structure (WBS)

Answer: C

Q.163
A project team is finishing a sprint to deliver a key deliverable. The project team tells the project manager that
the deliverable does not meet the agreed project standards set out by the customer and insists on reworking the
deliverable to meet the standards. This will delay the project by two weeks. What should the project manager
do?
A. Agree with the team that the best way forward is to improve the quality of the deliverable to meet the
standards even if it takes more time.
B. Ask the team to move forward with the deliverable with the best possible quality without extending the
time.
C. Let the team rework the deliverable and delay the delivery of the project by two weeks.
D. Meet with the sponsor to highlight the poor quality standards and ask for two weeks of additional time to
rework the deliverable.

Answer: D
Q.164
A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that
they were delayed because the scrum master did not remove impediments, such as scheduling some meetings
with external teams and obtaining a room to work collaboratively, among other critical blockers. What should
the project manager do?
A. Request the team review and prioritize the open impediments to resolve all of them as soon as possible.
B. Determine and agree when a situation becomes an impediment to be solved by the scrum master.
C. Push back, explaining that a self-organized team should address all of the problems to get the work done.
D. Request an additional resource to assist in solving all of the impediments listed by the team.

Answer: B

Q.165
A company is starting a critical project with a strict deadline. During the first planning meeting, the team
realizes that the list of requirements has too many items to allow online delivery. What should the project
manager do first?
A. Update the risk register and present a contingency plan to meet the deadline.
B. Suggest to the customer to reduce the backlog to meet the date.
C. Increase the capacity of the team to finish the project on time.
D. Ask the team to propose a minimum viable product (MVP) to meet the date.

Answer: A

Q.166
A project manager is working with a Scrum team that is continually missing deadlines. The steering committee
is concerned about the project as it is not clear that if will deliver the expected value. After some analysis, the
project manager discovers there is a mismatch of competencies in one of the teams. What should the project
manager do?
A. Emphasize to the teams the importance of meeting the agreed deadlines.
B. Provide appropriate training to compensate for the mismatch.
C. Update the project schedule to reflect the delay.
D. Accept the risk of the project missing deadlines due to the mismatch.

Answer: B
Q.167
An agile team is working on a 2-week sprint to deliver business value. About 1 week after the sprint starts, the
team members do not feel confident about the product increment they are building. They do not want to wait
until the end of the sprint and went to validate the product increment with the product owner now. What should
the project manager do to mitigate this risk?
A. Extend the sprint end date in anticipation of feedback from the product owner that will require extra work.
B. Ask the team to work overtime toward the end of the sprint to meet the original sprint end date.
C. Schedule an additional interim demo with the product owner.
D. Address the issue as part of the retrospective.

Answer: C

Q.168
In the initial project meeting, a stakeholder presents a complaint about the validity of the project. The complaint
occurs after the stakeholder discovers that the project will not deliver the objectives they expected and will have
a higher cost. How should the project manager handle the complaint?
A. Use management skills to convince the stakeholder in agreeing to the project cost.
B. Delay discussions with the stakeholder and request a revision of the project with the sponsors.
C. Highlight the reasons for the project cost increase and negotiate with the providers to reduce the cost.
D. Reinforce the importance of the project mission and the overall vision of the work to be performed.

Answer: D

Q.169
A project manager encounters a governance issue during the team execution phase. One of the team members
complains about receiving assignments from multiple people and states they are not able to work effectively
What should the project manager establish first in the project governance structure?
A. Clear responsible, accountable, consult, and inform (RACI) matrix.
B. Resource management and conflict resolution plan.
C. Risk management and issues resolution plan.
D. Clear responsible, accountable, consult, and inform (RACI) matrix.

Answer: B
Q.170
During sprint planning, the product owner wants to prioritize items with high business value. However, the
project team is concerned about technical debt and infrastructure dependencies to deliver the expected value.
How should the project manager handle this issue?
A. Support the project team so technical debt and infrastructure dependencies are included in the next sprint.
B. Support the product owner so only items with high business value are included in the next sprint.
C. Support a voting exercise so all team members can express their opinion and the reason behind their vote.
D. Support the project sponsor so the decision is made top-down and the team follows the provided direction.

Answer: C

Q.171
A project team was hired to perform on-site duties, but there were unexpected circumstances that required the
entire team to work remotely. Some team members returned to their hometowns, and they are now requesting
reimbursement for operational expenditures. What should the project manager do?
A. Ask the team members to draft a justification before processing the reimbursements.
B. Review the budget and allocate funds for the reimbursements.
C. Follow the Perform Integrated Change Control process and submit a change request.
D. Update the project management plan with the incurred costs.

Answer: C

Q.172
In the past year, a company paid US$60,000 to an external subcontractor for an ongoing project. The project
manager has been asked to evaluate if the project can be delivered more cost effectively this year by using
internal labor. The project manager used an optimistic term of 4 months, a pessimistic term of 6 months, and a
most expected term of 5 months, and has concluded that the service can be delivered with the following
resources:
 Two engineers (monthly salary of US$700 each)
 One project manager (monthly salary of US$1,600)
 Additional estimated monthly expenses of US$2,000
The project manager used the program evaluation and review technique (PERT) to calculate the savings if the
project is delivered with in-house resources. How much money will the project manager estimate the company
can save?
A. US$20,000
B. US$30,000
C. US$35,000
D. US$40,000

Answer: C
Q.173
A project manager starts to receive emails from different stakeholders requesting information about the project
status. What should the project manager do to avoid this in the future?
A. Designate a team member to respond to the emails from these stakeholders.
B. Include the project stakeholders' needs while planning the project communications strategy.
C. Schedule weekly project status meetings with all stakeholders including the customer and internal
resources.
D. Include the stakeholders' emails in all of the project status communications.

Answer: B

Q.174
A project manager is working on a project implementing a new time management system that will be rolled out
in the next three months throughout the whole organization. Some managers have doubts about the transition
period. How should the project manager align with the managers during the rollout and cut over?
A. Organize sprint reviews with the managers, grouping them based on hierarchy.
B. Organize a full-day sprint review with all the senior managers in the organization.
C. Organize sprint reviews for all managers, grouping them based on the deployment schedule.
D. Organize a sprint review for the new business units one month before the transition ends.

Answer: C

Q.175
A company is looking to adopt a new software solution to align business processes across multiple business
units using a technology that was never used in the organization. What should the project manager focus on?
A. Specific requirements for important departments.
B. Out-of-scope requirements across the organization.
C. New system and the likelihood of technical debt.
D. Conflicting priorities and business requirements.

Answer: D
Q.176
A team is finishing the third release to present to the stakeholder as part of a demonstration. The company that
subcontracts the developers has communicated that there is a cash flow problem and the company will not be
able to provide the same resources for the next iterations. What should the project manager do next?
A. Create a risk register to track the risks and request additional budget.
B. Escalate the situation to the project sponsor for a possible resolution.
C. Analyze the impact against the release plan if the blocker is not addressed.
D. Work with the project owner to prioritize the product backlog.

Answer: C

Q.177
A highly critical project is in jeopardy due to missing professional resources. What should the newly assigned
project manager do first?
A. Determine the possibility for team members to split up the required tasks.
B. Allocate funding for seeking external professionals to fill the gaps.
C. Request additional budget for team training for the missing expertise.
D. Find available professionals within the organization to fill the gaps.

Answer: D

Q.178
A project manager discovers that the project team is spending a large amount of time delivering several
reporting formats for the same project updates to multiple stakeholders. What should the project manager do to
reduce the time spent on these activities?
A. Segment the types of communications to be delivered to different stakeholders.
B. Hold biweekly status meetings to deliver information to all stakeholders at once.
C. Delegate all of the stakeholder communications activities to a project team member.
D. Update the communications management plan to remove less influential stakeholders.

Answer: A
Q.179
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?
A. Business case
B. Stakeholder engagement plan
C. Risk management plan
D. Cost-benefit analysis

Answer: B

Q.180
Knowledge sharing has been a key priority for a complex technological project with a large number of team
members. During the project execution phase, the project manager receives numerous complaints from all team
members that they are overloaded with knowledge-sharing emails, which contain useful information but are
unmanageable due to the high volume. What should the project manager do to solve this problem?
A. Establish an interactive communications method between stakeholders to share knowledge and lessons
learned.
B. Establish a push communications method for the team to share knowledge and lessons learned.
C. Establish an unofficial communications method for the team to share knowledge and lessons learned.
D. Establish a pull communications method to access knowledge repositories and lessons learned.

Answer: D