# Cloned Test Prep Questions Answers and Reference

1 The project manager shifts to an agile approach for a project with an aggressive go-to-market timeline. The B
project manager needs to revise the stakeholder plan so that it follows agile principles. To facilitate timely, productive discussion and decision
making, adaptive teams engage with stakeholders directly
What should the project manager do to meet this need? rather than going through layers of management. Often
the client, user, and developer exchange information in a
A. Design a digital communication system that allows for virtual submission, logging, reviewing, and dynamic co-creative process that leads to more
escalation of issues. stakeholder involvement and higher satisfaction.

B. Remove unnecessary layers of management to promote direct communication between the project In order to accelerate the sharing of information within
team and stakeholders. and across the organization, agile methods promote
aggressive transparency.
C. Modify templates to include product backlog progression and the burndown rate and require
standup attendance. PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management, p506
D. Increase the number of formal training workshops to cover all relevant issues for all stakeholders, | The Agile Practice Guide, Annex A1 PMBOK® Guide
including the project sponsor and client. Mapping, p95

2 Project team members are concerned that a new resource does not seem suitable for an assigned task. B
A project manager should not take action by just listening
How should the project manager respond to this concern? to other member’s feedback. He should talk to the new
member to find out about his strength and make some
A. Contact senior management to discuss the possibility of reassigning the new resource to a different evaluation later.
project.
PMBOK® Guide Sixth Edition (2018) PMI, 9. Project
B. Schedule time to chat with the new resource to assess their skills and understand their strength Resource Management / 9.4 Develop team, p338
level. | The Agile Practice Guide, 2.2 The Agile Manifesto and
Mindset , p8
C. Ask the team members to document task-related deficiencies displayed by the resource.

D. Contact the project sponsor to highlight these concerns and decide on an appropriate response.

3 A project manager develops a project management plan and schedule based on an agreed-upon project A
lifecycle of 16 months. Later, due to changing business requirements, the project manager receives a request To execute the project quickly, the project team should
for completion within 9 months. discuss on the whole scope together and find out the way
to complete tasks at individual level within short time. By
How should the project manager respond to this proposed change in timeline? the discussion, many tasks could be by-passed from the
base tasks and new tasks can be identified, which might
A. Work with key stakeholders to identify project requirements that could be reduced. help the project to reduce the total time frame of the
project. This is an agile mindset of the project manager, by
B. Immediately ask project team members to increase the pace of each task within the project. which a better value can be served in terms of time.

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 C. Ensure that substantial scope creep is included in the original project schedule, so that revised Effective Project Management: Traditional, Agile, Extreme,
deadlines can be met. Hybrid (No Date) Robert K. Wysocki, Chapter 12 / Most of
the solution is clearly known
D. Meet individually with project team members to discuss how aspects of the project can be
completed more quickly than planned.

4 During an iteration, Task 1 cannot be completed on time due to unexpected challenges. Another team within B
the project is depending on timely completion of Task 1 in order to fulfill their part of the project. Hybrid approach might also involve evaluating iteration
backlog items priorities to resolve time constraints.
How should the project manager resolve this issue?
PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
A. Meet with both teams separately, and ask them to figure out a way to meet the required deadlines Management / 6.6 Control Schedule, 224
and complete the project on time. | The Agile Practice Guide (2017), 5. Implementing Agile:
Delivering in an Agile Environment/5.3 Troubleshooting
B. Meet with the product owner to reprioritize the iteration backlog, so that it does not impact other Agile Project Challenges, 58
teams or obligations.

C. Increase the number of team members for the project team and increase the iteration length,
ensuring that the work will be completed according to schedule.

D. Let team members know you want them to do their best under difficult circumstances, and make
sure to note the iteration's challenges in lessons learned.

5 The project manager schedules an iteration review and learns that a few key stakeholders do not approve of B
how a feature has been developed. One of the required abilities of Project Managers is to
identify when the conflict escalates. If it happens, the
What should the project manager do first in order to address this issue? Project Manager should help to facilitate a satisfactory
solution, addressing conflict early, in private an using a
A. Invite project team members to a brainstorming session to identify an appropriate response. direct and collaborative approach.

B. Address the issue only after evaluating why these stakeholders are concerned. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.5.2 Manage Team: Tools and
C. Determine the impact of the conflict by listing the pros and cons of the situation. Techniques, p348

D. Ask the project sponsor to act as a neutral party in negotiation with those stakeholders who are
dissatisfied.

6 A key team member is asked to move to another project during the middle of a technical project. The team B, C
believes this is an unwise move and expresses concern. PM should know how to handle key personnel changes
and keep the team motivated and productive.
Which two actions will help to resolve the issue? (Choose two.)

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 A. Discuss the conflict with the project sponsor and formulate a response. PMBOK® Guide Sixth Edition (2018) 9, Project Resource
Management / 9.5 Manage Team, 345-346
B. Use coaching tools and techniques to motivate the project team. | Project Managers Portable Handbook, 3rd Ed (No Date),
Section 5/ 5.3.4 Coaching Techniques and Tools
C. Replace the key team member with a new resource who has the same skills.

D. Meet with the change control board (CCB) to discuss the requested change.

E. Engage in the change management process to resolve the resource issue.

7 At a weekly project status meeting, a key team member expresses concerns about the overall approach D
documented within the project management plan. The Project manager is surprised because the team is in Conflict should be addressed in private, first, to better
the process of executing an important component of the project and the concern has not been raised before. understand the concern being raised. Exploring the
concern after the meeting gives the PM an opportunity to
What steps should the project manager take? verify the concern and determine needed next steps
without disrupting the meeting with all meeting
A. Update the risk register to document the concerns, then continue with the meeting’s scheduled attendees.
agenda items.
PMBOK® Guide Sixth Edition (2018) 9. Project Resource
B. Recognize that the concern must be fully discussed and resolved prior to continuing with the Management / 9.5.2.1 Interpersonal and Team Skills, p348
meeting’s agenda items.

C. Address the team with a generic reminder about meeting etiquette, then ask if the team wants to
use the time to fully discuss the concerns raised during the meeting.

D. Immediately acknowledge the team member’s concern, continue with the scheduled agenda, then
privately meet with the team member to fully understand the concerns expressed.

8 During a meeting, a project manager learns that a business result needs to be delivered in four weeks, C
although the original plan was sixteen weeks. The project manager also hears that there is no available Per Agile manifesto, it values individual and interactions
technical resource who might be able to join the team. The project manager knows the technical resource over processes and tools. Thus, it is best to meet with the
manager because they worked together on a previous project. resource manager to understand the real situation rather
than informing sponsor first which might be the false
What is the first thing the project manager should do? alarm.

A. Notify the project sponsor about the lack of a technical resource. PMBOK® Guide Sixth Edition (2018) Project
Communications Management / 10.2.2.6 Interpersonal
B. Immediately escalate the issue to decision makers in the organization. and Team Skills / Networking, p386
| The Agile Practice Guide, 2.2 The Agile Manifesto and
C. Check with the technical resource manager to see if there is an available technical resource. Mindset , p8

D. Since time is short, hire an outside party to meet the need for a technical resource.
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9 A team decides that an agile approach fits the needs of the next phase in their project. Unfortunately, there D
are team members who have not had the appropriate agile training. If project team members training results in added skills
that could be useful for future phases or future projects,
How should the project manager respond to the lack of agile training? schedule training lessons and related costs could be
evaluated to be included in resource management plan
A. Include agile training for these team members in a change request. and cost management plan.

B. Ensure the project’s contingency reserve can cover agile training for all team members. PMBOK® Guide Sixth Edition (2018) 9. Project resource
Management / 9.4.2.6 Training, p342
C. Create virtual training sessions for key team members, covering the main agile topics. | The Agile Practice Guide (2017), 4. Implementing Agile:
Creating An Agile Environment / 4.2.1 Servant Leader
D. Identify and implement the most cost-effective agile training for the team members. Responsibilities, 37

10 A project manager believes that a delay in developing a prototype was due to a lack of knowledge in a specific B
skill that was needed by the cross-functional team. Develop the human resource management plan by
defining the roles and responsibilities of the project team
How could the project manager prevent this situation on future projects? members in order to create a project organizational
structure and provide guidance regarding how resources
A. Offer more skill-specific training throughout the project. will be assigned and managed.

B. Identify required strengths, and organize the team based on those strengths. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management, 309
C. Meet with the project sponsor and team members to assign training for specific skills. | The Agile Practice Guide (2017), 4 Implementing Agile:
Creating an Agile Environment / 4.3.3 Generalizing
D. Empower team members to problem solve in situations where skills may be lacking. Specialists, p42

11 A new project manager joins the project’s daily standups, only to find that the project team spends too much D
time discussing ways to deal with obstructions in the project. Because of these discussions, standups often Most project manager's think if he has the daily startup,
last well over two hours. then he can apply agile way to manage the projects. But it
is important for agile is how to implement the daily
What process should be used to deal with this issue? standup.

A. Ask team members to invite their managers to standup sessions, in order to find solutions more Teams run their own standups. When run well, standups
quickly. can be very useful, provided the nature of the team’s
work requires intense collaboration. Identify the blockers
B. Explain to team members that long discussions take time away from actual work on the project. on the standups but have separate meetings to discuss
the blockers and the solution.
C. Insert a new team member who will manage obstacles and schedule additional meetings to discuss
possible solutions. The Agile Practice Guide (2017), Chapter 5 / 5.2.4 Daily
Standups, 53

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 D. Tell the team members that they are required to shorten the standup meetings and improve on
finding solutions.

12 A customer is not satisfied with the delivered product, saying that it was not what they expected. The project C
manager is surprised, because the agile development team delivered the product several iterations early. The customer was not engaged enough in the
project. The iteration review is the best mechanism for
What is one way that the project manager could have avoided this result? the team to demonstrate working software and for the
customer to give feedback to ensure that their
A. Required team sign off for each of the constant changes to the requirements expectations are met.

B. Set aside more resources for product testing after changes are made PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management / 13.3 Manage Stakeholder
C. Made sure that the customer was aware of the value of demos Engagement,524
| The Agile Practice Guide (No Date), 5 Implementing
D. Ensured that the team fully participated in developing the project scope Agile: Delivering in and Agile Environment / 5.2.5
Demonstrations/Reviews, 55

13 A project manager's team has been efficiently delivering expected results in an environment where budget D
and scope are fixed. Now, there is an increased demand for new skills due to changes in the market. Develop Team: Identifying and assessing skills is the key
responsibility of a Project Manager and accordingly
What can the project manager do to meet this new demand? upgrading the team's skill and competencies to meet the
project demand.
A. Meet the new demand by adding new resources with the required skills.
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
B. Hire a third-party vendor who can provide resources with the needed skills. Management / 9.4 Develop Team, pp 336-338
| The Agile Practice Guide (2017), 4 Implementing Agile:
C. Change the distribution of partially dedicated resources with the needed skills. Creating an Agile Environment / 4.2.1.4 Consider These
Servant Leader Responsibilities, pp 36-37
D. Meet the new demand by upgrading the existing team members' skills.

14 A project team is small and the team members have known each other for a long time. The team's project is B
in the execution phase. Recently, a team member told the new project manager that another team member A) No - While this may help in addressing the situation, it
has been complaining about how the project is being managed. will not help to rectify any existing damage done to the
team as a result of the situation.
How should this new project manager respond? B) Yes - This is the best solution. It encourages every team
member to particulate and results in a clear set of
A. Preview the current stakeholder engagement plan for the way to resolve the difficulty. guidelines for the team.
C) No - This is not the best answer. While this will create a
B. Schedule a mandatory team meeting which will lead to the creation of a new social contract. set of guidelines, they may not be the best ones for the
team.
C. Notify team members that they should submit anonymous recommendations for a new social D) No - This is not the best solution as it does not
contract. encourage team cohesion and self leadership.
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 D. Send a survey to team members, requesting suggestions for dealing with the dissatisfaction. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.1.3.2 Team Charter, 319 | The Agile
Practice Guide (2017), 5. Implementing Agile: Delivering In
AN Agile Environment / 5.1 Charter The Project And The
Team p50

15 During a highly-regulated project, the project sponsor and a high-level executive have asked for changes that C
appear to disregard legal requirements. A) No - This is not the best response as you may not fully
understand the situation.
What should be the first step in the project manager's response? B) No - This is necessary but is not the first step
C) Yes - This is the best FIRST step before going to the CCB
A. Immediately schedule a meeting with the stakeholders to review the situation. because this is a highly regulated industry
D) No - While this may provide guidance, this is not
B. Send the change control board (CCB) a change request. ultimately your decision to decide.

C. Check with the organization's relevant legal practitioner for guidance. PMBOK® Guide Sixth Edition (2018), Part 2 The Standard
for Project Management / 1.3 Linking Organizational
D. Review the organization's lessons learned database for precedents and direction. Governance and Project Governance PMI, p545
| Project Managers Portable Handbook, 3rd Ed (2010)
Section 6. Project Initiation and Execution / 6.3 Legal
Considerations and Execution

16 A project manager has multiple projects. One project has new team members and is in its early stages. A
Unfortunately, the project manager will be very busy executing other projects over the next few weeks. A) Yes - This will allow the team to normalize themselves
and be self-servicing when you are unavailable.
How can the project manager develop the new project team over the next few weeks? B) No - This may be productive, but it is a one-time activity
and does not encourage self-servicing when you are
A. Help the team create a social contract that will encourage team cohesion. unavailable.
C) No - This does not encourage the team to get to know
B. Suggest that the team engage in multiple team-building events to normalize the team. each other and become self-servicing.
D) No - While this may result in deeper relationships,
C. Keep the team informed by sending short daily project status updates. there is not enough time for this and it does not
encourage the team to get to know each other.
D. Engage in face-to-face personal conversations with each team member to build relationships.
PMBOK® Guide Sixth Edition (2018), Part 2 The Standard
for Project Management / 1.5 The Project Lifecycle, pp
547-548

17 A project manager needs to ensure that the team delivers business value within the required timelines. The B
manager recently learned that key stakeholders are worried that the current release plan will not meet urgent Defining the minimum viable product would allow the
business needs. team to release business value within timelines by
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 focusing only on the must-have items that the business
What can the project manager do to effectively respond to the stakeholder concerns? stakeholders need.

A. Renegotiate scope with the project sponsor after examining the work breakdown structure (WBS). Essential Scrum: A Practical Guide to the Most Popular
Agile Process (No Date) Kenneth S. Rubin, Chapter 17
B. In consultation with the stakeholders and team members, identify the minimum viable product Envisioning (Product Planning) / Product Roadmap
needed for launch. Definition
| The Agile Practice Guide (2017), 3. Life Cycle Section /
C. Determine the schedule performance index (SPI), then escalate the schedule risk to the project 3.1.3 Characteristics of Incremental Life Cycles,p23
sponsor.

D. Monitor progress using a burndown chart after modifying the schedule baseline to meet stakeholder
requirements.

18 A key stakeholder voices a concern during the planning stage about whether the available resources are C
sufficient to meet the objectives of the project. The project manager believes that the stakeholder is right. Acquire and manage project resources by following the
human resource and procurement management plans in
How should the project manager handle this stakeholder's concern? order to meet project requirements.

A. Review the bounds of the negotiations for agreement. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management /9.3 Acquire Resources, p330
B. Determine the project's ultimate objectives after carefully evaluating project priorities.

C. Engage in agreement negotiations for better resources.

D. Ensure that the impact of the unavailability of required resources is fully documented.

19 A project manager notices that one team member seems increasingly unhappy during team meetings. The B
team member is not making progress on a key work package, and this lack of progress is now impacting the A) No - This is positive reinforcement, but it may be
critical path. The team member feels that they are not in the correct role within the project team. unwarranted.
B) Yes - This is the best response. The individual may truly
What should the project manager do? be right. As a Servant Leader, you can help them find the
correct role.
A. Reassure the team member about their abilities by reminding them that they were chosen for a C) No - This is helpful, but it doesn't address the core of
reason. their concern.
D) No - This creates a false sense of momentum that
B. Meet with the team member to discuss where they can contribute, based on their strengths. doesn't address the core of their concern.

C. Enroll the team member in targeted training to acquire the needed skills for their assigned role. PMBOK® Guide Sixth Edition (2018), Part 2 The Standard
for Project Management 1. Introduction 1.7 Role of the
D. Schedule weekly touchpoints with the team member to discuss barriers that may impact their work. Project Manager, p552
| The Agile Practice Guide (2017), 4. Implementing Agile:
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 Creating An Agile Environment / 4.2.1 Servant Leader
Responsibilities 34

20 A project owner repeatedly complains, saying that a function developed by the development team does not D
seem to align with the original design. retrospective can discuss the product release status,
whether the team reaches any other milestone. It can be
What will help to solve this issue? used by project manage to survey all necessary parties to
reach consensus and build understanding
A. Ask the product owner to sit in on the next iteration review meeting to learn more about the
development status for the product. PMBOK® Guide Sixth Edition (2018), 8 Project Quality
Management / 8.3.2.6 Meetings, p305
B. Ask the quality assurance team to identify any mismatches in functionality compared to the initial | The Agile Practice Guide (2017), 5. Implementing Agile:
design. Delivering In An Agile Environment / 5.2.1 Retrospectives,
pp50-51
C. Ask the development team to rewrite the function so that it matches with the project scope.

D. Schedule time during the next retrospective session to discuss all corrective actions and ask the
project owner to participate in the session.

21 A customer indicates that they would like to add functionality. Although this request is made during the B
execution phase of the project, the project manager finds that the cost for the addition would be small. The By building a small increment and then testing and
additional functionality, if successful, would increase the opportunity for profit. reviewing it, the team can add value in terms of new
functionalities or additional awarded projects. Important
What should the project manager do next? factor for a successful implementation and value capture
is the response time of the team
A. Agree that the functionality would offer a great opportunity, but the proposed addition is out of
scope. PMBOK® Guide Sixth Edition (2018), 1. Introduction /
1.2.4.1 Project and Development Life Cycles, p19
B. Schedule a meeting with the company's management team, and present the customer's request for
additional functionality as a good opportunity.

C. Move forward, using the project's management reserve to add the requested functionality.

D. Identify an already-developed feature that could be combined with the new functionality and use the
combination to meet the customer's request.

22 A customer requests a change in the technical approach for a product currently in development. The project B
manager learns about this request during a reoccurring project review. As a technical issue the project management should
address the team to assess and select the best options to
What should the project manager do in response to the customer's request? solve, empower then and improving engagement.

A. Work with team members to immediately implement the new approach.

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 The Agile Practice Guide (2017), 2 An Introduction To Agile
B. Have the team decide on the appropriate approach, giving them authority to implement their / Figure 2-2 The Twelve Principles Behind the Agile
decision and validating their decision in talks with stakeholders. Manifesto, p9
| The Agile Practice Guide (2017), 4 Implementing Agile:
C. Discuss the pros and cons of the proposed approach with stakeholders, then select the approach that Creating An Agile Environment / 4.2 Servant Leadership
is best for the team and notify team members. Empowers The Team, p33

D. In order to obtain sponsor buy-in, have the team to benchmark the approach.

23 A project manager realizes during the third iteration of product development that the template used for the C
project management plan is not showing updates. In a hybrid approach a project manager should work to
protect the team against impediment around the product
Which action should the project manager take? building. This question addresses administrative work that
doesn't require technical knowledge.
A. Assign one team member to update the project management plan template and document any risk.
The Agile Practice Guide (2017), 4 Implementing Agile:
B. Rank the need to update the template according to the business value for the upcoming iterations. Creating An Agile Environment / 4.2 Servant Leadership
Empowers The Team, p33
C. Avoid adding to team distraction by fixing the issue independently.

D. Document the issue as a new project risk and propose a solution.

24 During a challenging shareholder meeting, the customer indicates that they will reject an iteration's C
deliverable. Before initiate any action the project manager should
work with the team to identify the root cause of the
What should the project manager do? problem and build an approach to conduct the project for
the next iterations. As a hybrid approach a retrospective
A. Send a request to the project sponsor, asking them to update the project charter then reassign the ceremonial can be a good option to solve this situation.
responsibilities and authorities.
PMBOK® Guide Sixth Edition (2018), Part 2 The Standard
B. Meet with the project team to add new and improved features to replace the features that were for Project Management / 5. Monitoring and Controlling
rejected. Process Group / 5.1 Monitoring and Controlling Project
Work, p 615
C. Work with stakeholders to create a shared approach that will address the issues of concern.

D. File a change request with the change control board (CCB) in order to add budget to the baseline.

25 During work on a government project, stakeholders pressure the project manager to submit to their preferred A, B
actions. While the project manager must coordinate and plan with multiple stakeholders, the project manager Both salience model and prioritization needs to be used to
must also deal with complex relations and frequently changing scenarios. categorize for government contracts especially when the
scenario is for frequently changing, complex relationships
What should the project manager consider doing? (Choose two.) with multiple representatives involved
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 A. Use the Prioritization method of categorization. PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management / 13.1.2.4 Data Representation,
B. Use the Salience model of categorization. p513

C. Use the Transformation model of categorization.

D. Use the Transaction model of categorization.

E. Use the Collaboration method of categorization.

26 A project manager is working on a small project that is critical for a larger program milestone. A new resource B
has been assigned to replace a key resource who had to leave the project. Unfortunately, an outside A) No - This is not the best use of time, and unfairly makes
stakeholder claims that the person who assigned the new resource sent their weakest team member. presumptions on the candidate.
B) Yes - This is the best answer. Without seeing
How should the project manager approach this rumor? performance first-hand, there is no available proof to the
hearsay.
A. Assess the new resource’s ability to perform the necessary work by testing their communication skills C) No - This assumes that hearsay is fact, which may
with the current project team. create a strained relationship between the Project
Manager and functional manager.
B. Evaluate the skills of the new resource to see how the resource can provide value to the project. D) No - While this may give solace to the Project Manager,
this is inappropriate and unwarranted.
C. File a request with the project management office (PMO) manager in order to obtain a better
resource. PMBOK® Guide Sixth Edition (2018) 9. Project Resource
Management / 9.3.2.1 Decision Making, p332
D. Address the rumor with the new resource’s functional manager to mitigate any conflict within the
project team.

27 A project manager needs to ensure that all data security requirements are covered during a data warehouse B
development project’s execution phase. Each of the databases created during different project phases will The project review is the best opportunity to formally
have a specific data security policy to comply with governmental data security laws. review compliance. These reviews should be scheduled
quarterly or at significant milestones
How should the project manager plan to meet these requirements?
PMBOK® Guide Sixth Edition (2018), 8. Project Quality
A. Plan a database development specification, then regularly check to ensure the developer aligns with Management / Tailoring Considerations, p276
the specification. | PMBOK® Guide Sixth Edition (2018), 8. Project Quality
Management / 8.3.1.6 Enterprise Environmental Factors,
B. Arrange for review of the data security status on a quarterly basis, and recommend remedial steps if p301
noncompliance is found.

C. Tell the database developer to submit documentation of data security items and the steps they take
to correct items that do not meet specifications.
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 D. Add a quality assurance specialist resource to the project team, who will be responsible for
monitoring the data security quality of the project.

28 Several successor activities are behind schedule because a project team member has not been at work for the B
past week. This impacts the critical path. A) No - This is premature and will most likely take longer
than attempting to rectify the situation.
How should the project manager respond to this problem? B) Yes - A Project Manager also has the ability to be a
coach. Servant Leadership encourages listening and
A. Obtain a new resource to complete the needed tasks, resulting in less impact on the critical path. serving, and therefore it may be possible to compromise
with the team member.
B. Discuss the situation with the team member, and work with them to identify a practical solution. C) No - This does not address the situation and is in direct
contradiction to the coaching role of a Project Manager.
C. Remind the team member that they needed to complete the work package in the agreed-upon D) No - This does not address the situation directly and
timeframe. offsets blame to a third party.

D. Ask the functional manager for assistance communicating with the absent team member. PMBOK® Guide Sixth Edition (2018), 10. Project
Communication Management / 10.2 Manage
Communication / 10.2.2.6 Interpersonal and Team Skills,
p386
| PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.5.2.1 Interpersonal and Team Skills /
Conflict Management, p348
| The Agile Practice Guide (2017), 4 Implementing Agile:
Creating an Agile Environment / 4.2.1 Servant Leader
Responsibilities, p34

29 A company is struggling to define the scope of a new project that has multiple phases with a high level of B
dependency between the phases. Although most of the distractors are not bad ideas for the
project manager, the key is the first correct action the
How should the project manager approach this challenge? they must perform. Introducing adaptive steps in a heavily
predictive environment is never easy and also, the
A. Contract with a third-party company that specializes in helping businesses define scope of work on stakeholders will be the ones heavily involved in the 3
large projects. weeks interaction phase.

B. Work with project stakeholders to recommend an iterative approach that will then help to define the PMBOK® Guide Sixth Edition (2018), 13. Project
project's scope. Stakeholder Management / 13.3 Manage Stakeholder
Engagement, p524
C. Construct a project management plan that provides extra time within the schedule, then seek to | The Agile Practice Guide (2017), 5. Implementing Agile:
revise the scope of work. Delivering In An Agile Environment / 5.2.6 Planning for
Iteration-Base Agile, p55

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 D. Suspend final delivery dates for the project in order to have time to revise the schedule once there is
clarity on the scope of work.

30 After six iterations, significant variations have occurred to project scope and schedule. These are due to the A
customer's technology regulations and security policies, which are regularly reviewed. The project manager The retrospective is used to review lessons learned and
wants to suggest a new approach to the next iteration to avoid possible delays. suggest corrective actions for the next iterations.

What should the project manager do first? Essential Scrum: A Practical Guide to the Most Popular
Agile Process (2012), Chapter 22. Sprint Retrospective /
A. Rank the importance of each improvement item, then implement actions identified during the last Overview
retrospective. | The Agile Practice Guide (2017), 5. Implementing Agile:
Delivering In An Agile Environment / 5.2.1. Retrospectives,
B. Engage in a cost-benefit analysis that can help predict the profits that could be realized through the pp 50-51
use of new technology for the next phase.

C. Research new technology trends and management tools that have been successful on similar
projects.

D. Use a backlog refinement meeting and include the customer's change requests in the discussion.

31 All team members on a new project want to gain the customer's trust by delivering value as quickly as C
possible. The project manager learns that one resource has worked with the sponsor on other projects. The The retrospective would be the event to address this
resource seems to be using personal influence, working with a project sponsor to increase the project's concern.
benefits realization.
PMBOK® Guide Sixth Edition (2018), 8. Project Quality
At which stage in the project should the project manager address this concern to optimize cost effectiveness? Management / 8.3.2. Control Quality: Tools and Technics /
8.3.2.6 Meetings, p305
A. At the start of the team's performing stage | PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management / 13.4.2.6 Meetings, p535
B. Immediately after the first benefit realization

C. During the next retrospective ceremony

D. During the next resource performance review

32 A project team learns that there is a new compliance requirement from an international entity that may A
impact the baseline business case for the project. They learn this right after project charter is completed and The context of this scenario demands the Project Manager
the project sponsor has signed. to influence the organization (sponsor) and recommend
next steps after reviewing and understanding compliance
How should the project manager proceed? requirements and consequences.

A. Research the requirement and possible consequences, then give the sponsor a recommendation.
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12
 PMBOK® Guide Sixth Edition (2018),4. Project Integration
B. Address the requirement through the creation of a quality management plan. Management / 4.1.1.3 Enterprise Environmental Factors
p78
C. Decline to address the issue, as the new requirement is not part of the project's documented scope.

D. Ensure that the requirement is documented in the risk register, then ask for further guidance from all
stakeholders.

33 A team misunderstood one product functionality documented in an earlier stage of the project. During the B
current iteration, the functionality has not yet been developed, but a business representative has mentioned As the functionality has not been built the project
the deficiency. manager should facilitate building common understanding
and empowering the team to evaluate the impact of a
How should the project manager proceed? possible change, this way avoiding re-work.

A. The functionality was formally approved, so initiate the change management process. PMBOK® Guide Sixth Edition (2018), 3. The Role of the
Project Manager / 3.4.4 Leadership Skills
B. Schedule a meeting to discuss and brainstorm the functionality with the project team and business | The Agile Practice Guide (2017) 3 Life Cycle Selection /
representative. 3.1.10 - Hybrid life cycles as Fit-For-Purpose, p29

C. Ensure that the issue is addressed by escalating it to the project sponsor, who should discuss it with
the representative.

D. Continue with the current sprint, recognizing that the issue will be identified during the testing
phase.

34 Some agile approaches have recently been added to an infrastructure company's predictive processes. The A
team is not completing the planned story points, and the change control board (CCB) is becoming passive. The Training should add more skills and abilities for the team,
project manager is concerned and wants to improve productivity. as a long-term solution

What should the project manager do? PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management /9.4.3.1 Team Performance Assessments,
A. Provide team training, so the team can do a better job of estimating story points. p343

B. Speed up the project by reducing the backlog.

C. Gain the needed time for story point completion by adding more iterations to the project.

D. Use burndown charts to evaluate team performance.

35 During one daily standup meeting, team members indicate that they are having to engage in rework because B
there seems to be too much up-front work. Shorter iterations allow for managing functionalities more
closely.
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13
 Should the team keep working on a minimum Viable
How should the project manager respond to this concern? Product.

A. Try using a Kanban board for reviews. The Agile Practice Guide (2017), Implementing Agile:
Delivering In An Agile Environment / 5.3 Troubleshooting
B. Request that team members implement shorter iterations. Agile Project Challenges / Table 5-1, p59

C. Request that the project owner maximizes the product value.

D. Engage in a process to manage a reduction in the product backlog.

36 A project manager from a traditional project management organization is assigned to an ongoing project. C
Recently, the organization has started to use agile methodologies in its projects. The project manager hears Being an organization that is moving from Predictive to
that some team members feel like key subject matter expertise is missing and there is insufficient Agile Project Management, it is necessary to include Agile
collaboration within the team. methodologies.

How should the project manager respond to these team members' concerns? The Agile Practice Guide (2017), 4 Implementing Agile:
Creating An Agile Environment / 4.3.2 Agile Teams, pp 40-
A. Employ third-party specialists to fill the knowledge gap. 41

B. Add additional resources via a request to the sponsor.

C. Add cross-functional internal resources.

D. Where possible, reduce the sprint backlog.

37 A contractor has sent an email request for urgent payment of their last installment on a project that is going C
through a long execution stage with multiple contractors. Even an inexperienced project manager should
understand that terms and conditions should be agreed
How should the project manager respond to this contractor's request? before engaging a contractor to actually do project work.
The procurement plan holds all data re contracts and is
A. Negotiate payment terms through a meeting with procurement and the contractor. the single source to guide payment activities

B. Authorize the payment by notifying accounts payable and follow up to ensure it was made. PMBOK® Guide Sixth Edition (2018), 4, Project Integration
Management / 4.7.1 Close Projects or Phase: Inputs,
C. Act according to the agreed upon commitments in the procurement management plan. pp124-125
| The Agile Practice Guide (2017), 6 Organizational
D. Authorize payment only after reviewing forecast spend versus actual spend to see if the actual status Considerations For Project Agility / 6.3 Procurement and
allows it. Contracts p77

38 A team member expresses concern about a team behavior issue during a retrospective meeting. The member A, B, C, D, E
says that group morale is affected by two team members who continuously criticize the high amount of
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14
 requirements in each iteration. The success of project managers in managing their project
teams depends on their ability to resolve conflict.
Match each conflict resolution technique with the project manager's possible resolution for this issue. Different project managers may use different conflict
resolutions methods and techniques for resolving conflict.
A. Withdraw/avoid
As soon as possible, allocate one or both of these members to a different project or initiative. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.5.2.1 Interpersonal and Team Skills,
B. Smooth/accommodate pp348-349
Recognize the team members’ feelings regarding the high level of requirements.

C. Compromise/reconcile
Reconsider the distribution of work among the whole team to ensure that the work is equably
distributed.

D. Force/direct
Since all requirements were evaluated and organized by the full team, remind the team that the
decisions were theirs.

E. Collaborate/problem solve
Meet with the full team in order to discuss requirement allocation and the planning methodology.

39 A project manager for a construction firm meets with stakeholders. All stakeholders agree on a 20 month A
lifecycle for a project. After work has begun, the project manager learns that stakeholders would like project Consistent with executing the project with urgency,
completion within no more than 12 weeks. working with stakeholders to reduce requirements is the
best option listed to reduce delivery time.
What should be the first step in the project manager’s response?
PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
A. Meet with key stakeholders to discuss ways to reduce some project requirements. Management / Trends and Emerging Practices in Project
Schedule Management, p177
B. Add team members to work more quickly just this one time in order to satisfy stakeholder
requirements.

C. Refuse to modify the timeline, explaining that scope creep should be discouraged.

D. Identify agreed-upon tasks in the original project and assign additional duties as needed to meet the
new, shorter timeline.

40 During an iteration, a project team encounters problems that may cause a delay in task completion. Another B
team within the same project needs the task to be completed on time in order to meet their schedule. May cause a delay does not mean the task completion will
be delayed, To improve probability of success,
What can the project manager do to resolve this problem? reprioritizing the backlog may improve the probability for
success more than the other options.
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15
 A. Insist that the project team work a bit harder to complete on time, in order to avoid delaying the
work of other teams. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
Management / 6.6 Control Schedule, pp 222-224
B. Work with the product owner to reprioritize the iteration backlog, so that it does not delay work by | The Agile Practice Guide (2017), 5 Implementing Agile:
other teams. Delivering In An Agile Environment / 5.2.3 Backlog
Refinement, p52
C. Increase the iteration length, and add additional resources to the project team, so that they can
meet the appropriate deadlines.

D. Ask team members to perform to the best of their abilities during the iteration, and engage in a
retrospective after completion of the iteration.

41 Certain key stakeholders are dissatisfied with how a key feature of a project has been developed. They B
express their dissatisfaction during an iteration review meeting. Identifying the source of conflict is a key initial step in
conflict management.
What should the project manager do first to resolve this issue?
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
A. Gather the project team for a brainstorming session and identify a solution. management / 9.5.2 Manage Team Tools and Techniques,
p348
B. Identify the reasons why there are issues with the feature, then address the issue.

C. Create a list of the pros and cons of the situation to define the impact of the conflict.

D. Add a neutral party, such as the project sponsor, to function as a negotiator with stakeholders.

42 During a technical project, a key project member is reassigned to a different project. The team has expressed B
disapproval regarding the reassignment. PM should know how to handle key personnel changes
and keep the team motivated and productive.
What action can help mitigate the team's disapproval?
PMBOK® Guide Sixth Edition (2018) 9. Project Resource
A. Notify the project sponsor regarding the team’s disapproval and brainstorm a response. Management / 9.5 Manage Team, p345
| Project Managers Portable Handbook, 3rd Ed (2010)
B. Employ coaching tools and techniques to increase team motivation. Section 5 Project Leadership / 5.8.2 Decision-Making
Considerations
C. Add a resource with the same skills to replace the key team member.

D. Notify the change control board (CCB) and discuss possible ways to resolve the issue.

43 A key team member is unhappy with the overall approach documented in a project management plan. The D
member surprises the project manager with negative comments about the approach during a weekly status Conflict should be addressed in private, first, to better
meeting during the execution phase of the project. understand the concern being raised. Exploring the
concern after the meeting gives the PM an opportunity to
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16
 verify the concern and determine needed next steps
How should the project manager address the team member’s concerns? without disrupting the meeting with all meeting
attendees.
A. Continue with the meeting, and ensure that the concerns are added to the risk register after the
meeting is finished. PMBOK® Guide Sixth Edition (2018) //9 Project Resource
Management / 9.5.2 Manage Team: Tools and
B. Continue with the scheduled agenda items after reminding the team member of expected meeting Techniques, p348
etiquette. Then, solicit feedback about the etiquette expectations.

C. Remember that a project should not go forward when key team members are in disagreement and
use the meeting to discuss the member’s concerns.

D. Make a short comment to acknowledge the team member’s concerns, continue with the meeting,
and meet with the member in private to discuss their concerns.

44 A project manager is faced with an updated schedule that requires delivering a business result under a far C
more aggressive timeline. The project’s technical resource manager has worked with the project manager on Per Agile manifesto, it values individual and interactions
previous projects. Still, a team member indicates that the company does not have technical resources that over processes and tools. Thus, it is best to meet with the
could be added to the project to meet the new timeline. resource manager to understand the real situation rather
than informing sponsor first which might be the false
What should be the project manager's next step? alarm.

A. Let the project sponsor know that an issue with a technical resource may put the project at risk. PMBOK® Guide Sixth Edition (2018) 10. Project
Communication Management / 10.2 Manage
B. Ensure that upper management is aware of the lack of needed resources which may put the project Communication, p381
at risk. | The Agile Practice Guide (2017), 2 An Introduction To
Agile / 2.2 The Agile Manifest and Mindset, p8
C. Ask the technical resource manager about the availability of technical resources

D. Work with a third-party vendor to quickly acquire the needed resource.

45 A project manager has been asked to conduct a risk analysis that is based on a high-level scope. As part of the A
analysis, the project manager must use expert judgment to prepare a document. Expert judgment is one of the tools and techniques for
developing the project charter.
Which document-based action is being performed?
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
A. Creating the project charter Management 4.2.1 Develop Project Charter, p79

B. Preparing the scope statement document

C. Creating a project management plan

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17
 D. Documenting the risk management plan

46 An agile approach meets the needs of the next phase in a team’s project. As the team discusses the phase it D
becomes clear that some team members have not received appropriate training in the agile model. If project team members training results in added skills
that could be useful for future phases or future projects,
How should the project manager respond to this issue? schedule training lessons and related costs could be
evaluated to be included in resource management plan
A. File a change request that includes the agile training that members lack. and cost management plan.

B. Use available funds in the contingency reserve to guarantee training all team members. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.4.2.6 Training, p342
C. Train key team members on main agile topics by hosting virtual training sessions. | The Agile Practice Guide (2017), 3 Life Cycle Selection /
3.3 Project Factors That Influence Tailoring p32
D. Identify the most cost-effective agile training for the team members.

47 A project manager receives complaints from a project sponsor because of a delay in developing a prototype. B
The project manager responds that the delay was due to a lack of knowledge in a specific skill that was Develop the human resource management plan by
needed by the cross-functional project team. defining the roles and responsibilities of the project team
members in order to create a project organizational
How could the project manager avoid this type of situation in the future? structure and provide guidance regarding how resources
will be assigned and managed.
A. Create training sessions at the start of the project, so all necessary skills are learned.
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
B. List required skills for the project, and organize the project team based on those skills. Management / 9.3.3 Develop Team: Outputs, p343
| The Agile Practice Guide (2017), 4 Implementing Agile:
C. Consult with the project sponsor to add training once the lack of a specific skill becomes apparent. Creating An Agile Environment / 4.3.3 Generalizing
Specialists, p42
D. Empower team members to problem solve where skills may be lacking, using the skills they do have.

48 A projects’ daily standups are long, often lasting more than two hours. The project team uses the standup D
meetings for extended discussions about solutions to project obstacles. Most of project manager think if he has the daily startup,
then he can apply agile way to manage the projects. But it
What should the project manager do to improve the daily standup meetings? is important for agile is how to implement the daily
standup.
A. Invite department managers to participate in the team members’ discussions, in order to identify
solutions in a business-like manner. Teams run their own standups. When run well, standups
can be very useful, provided the nature of the team’s
B. Request shorter discussion time during each standup, leaving more time for working. work requires intense collaboration. Identify the blockers
on the standups but have separate meetings to discuss
C. Insert a new team member who will manage obstacles and meetings to discuss possible solutions. the blockers and the solution.

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 D. Notify team members that they will be required to shorten all standup meetings and improve their The Agile Practice Guide (2017), 5 Implementing Agile:
method for identifying solutions. Delivering In An Agile Environment / 5.2.4 Daily Standups,
p53

49 A new resource is assigned to fill in for a resource who is leaving. The new resource will be working on a small B
project that is critical to a larger program milestone. Unfortunately, there is a rumor that the new resource A) No - This is not the best use of time, and unfairly makes
may be a problem, due to a lack of skills. presumptions on the candidate.
B) Yes - This is the best answer. Without seeing
How should the program manager respond to this rumor? performance first-hand, there is no available proof to the
hearsay.
A. Assess the new resource’s communication skills to evaluate their ability to perform acceptably as C) No - This assumes that hearsay is fact, which may
part of the project team. create a strained relationship between the Project
Manager and functional manager.
B. Meet with the new resource to discuss their skills and then determine how they can contribute to D) No - While this may give solace to the Project Manager,
the project. this is inappropriate and unwarranted.

C. Privately ask the program management officer (PMO) to assign a different resource with better skills. PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.4 Develop Team pp336-338
D. Meet with the functional manager of the new resource to discuss the rumor and see if it is true.

50 A team member could not be reached by email or phone during the week that they were absent. The team B
member had not notified anyone on the team prior to their absence. Due to the absence, several successor Key Rationale
activities are behind schedule, impacting the project’s critical path. A) No - This is premature and will most likely take longer
than attempting to rectify the situation.
How should the project manager respond to this situation? B) Yes - A Project Manager also has the ability to be a
coach. Servant Leadership encourages listening and
A. Add a new resource who can complete the work package in a professional manner. serving, and therefore it may be possible to compromise
with the team member.
B. Discuss the situation with the team member, and work with them to identify a workable solution. C) No - This does not address the situation and is in direct
contradiction to the coaching role of a Project Manager.
C. Require that the team member complete the work package more quickly when they return. D) No - This does not address the situation directly and
offsets blame to a third party.
D. Ask the functional manager for additional support on the project, including assignment of a new
resource. PMBOK® Guide Sixth Edition (2018), 10 Project
Communications Management, p363
| The Agile Practice Guide (2017), Implementing Agile:
Creating An Agile Environment / 4.2 Servant Leadership
Empowers The Team, pp33-34

51 A project that should have been 90 percent complete by now is only 65 percent complete. The total project A
budget is US$120,000 and the actual cost of work performed (ACWP) is US$80,000. EV = %compl * budget. 75% * $100,000 = $75,000.
AC = $72,000
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19
 CPI = EV/AC = 1.04
What is the scheduled performance index (SPI) and cost performance index (CPI) of this project?
A CPI over 1 means the project is under budget.
A. The SPI is 0.72, and the CPI is 0.98.
PMBOK® Guide Sixth Edition (2017), 7. Project Cost
B. The SPI is 1.38, and the CPI is 1.2. Management / 7.4.2 Control Costs: Tools and Techniques,
pp260-263
C. The SPI is 0.94, and the CPI is 1.04.

D. The SPI is 0.80, and the CPI is 0.91.

52 A project manager is working with a customer who repeatedly submits new feature requests for an existing D
software product. The scope management plan documents how the project
and product scope will be defined, validated, and
The project manager has already provided the completed scope definition for the product's next version controlled. The key benefit of this document is that it
release to stakeholders. provides guidance and direction on how scope will be
managed throughout the project.
Which step is appropriate for the project manager to take next?
PMBOK® Guide Sixth Edition (2018), 5. Project Scope
A. Hold a meeting with the product manager to request that the number of new requests be reduced. management / 5.1.3.1 Scope Management Plan, p137

B. Define project boundaries immediately with the sponsor.

C. Organize a meeting with the stakeholders to set expectations.

D. Analyze the scope management plan and iterate it through the scope definition process.

53 A project has the following characteristics: B

CV = EV - AC; 540-650 = -110
-US$3 million budget SV = EV - PV; 540-630 = -90.
-Planned cost of US$630,000
-Actual cost of US$650,000 Negative cost variance means over budget
-Earned value of US$540,000 Negative schedule variance means behind schedule.

Which statement is true about the current status of the project? PMBOK® Guide Sixth Edition (2018), 7. Project Cost
Management / 7.4.2.2 Data Analysis, p262
A. The project is ahead of schedule and under budget.

B. The project is behind schedule and over budget.

C. The project is ahead of schedule and over budget.

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 D. The project is behind schedule and under budget.

54 A project manager receives the following for a new project: A

The business case and project goals need to be
-assumptions understood first before a charter can be written. Building
-restrictions a team and a schedule come later in the process.
-preliminary scope
PMBOK® Guide Sixth Edition (2018), 1. Introduction /
After receiving this information, what should the project manager do first? 1.2.6.1 Project Business Case, p30-32

A. Review and understand the business case and project goals.

B. Put together the project team and assign project tasks.

C. Build the project schedule and determine the critical path.

D. Ensure project charter approval is obtained from the sponsor.

55 A project manager joins a project that has the following features: A

Scope creep can be avoided by adherence to the agreed
-Globally distributed team upon change management process.
-Budget that is fixed
-Very tight deadlines Project Manager's Portable Handbook, 3rd Ed (2010), 6
Project / 6.4.2 Getting Started
During planning, what should the project manager do to avoid any scope creep and keep the team focused on
delivering a product that meets requirements?

A. Put any changes to scope through the formal approval process.

B. Hold daily stand-ups with all development teams.

C. Ask that all development team leads prepare detailed requirements.

D. Disallow stakeholders from directly interacting with the development team leads.

56 A project is delayed. To obtain the desired quality level of the deliverables, a change is required. A
The Monitoring of the communications process may result
First, the project manager issues a formal change request and communicates the change to all stakeholders. in improved effectiveness of communication through
Then, the project manager learns that this communications approach did not meet stakeholders' additional and possibly amended communications plans
expectations. and activities. Such iterations illustrate the continuous
nature of the Project Communications Management
What should the project manager do next?
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21
 processes. Issues or key performance indicators, risks, or
A. Refer to the communications management and stakeholder engagement plans. conflicts may trigger an immediate revision.

B. Provide a change request to include stakeholders' expectations in the project management plan. The Project Management Tool Kit: 100 Tips and
Techniques for Getting the Job Done Right (2010), 11.
C. Organize a meeting with the project sponsor to better understand stakeholders' expectations. Communication Planning / Communication process,
Determine Communications Requirements
D. Review the communications management plan, follow it, and issue a status report.

57 A project sponsor asks the project manager to change production materials because these materials could A
cause health problems to consumers. The project manager must follow the documented and
agreed upon change control processes.
What is an appropriate step for the project manager to take?
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
A. Follow the project change control process to thoroughly investigate the matter. Management / 4.6 Perform Integrated Change Control,
p113
B. Immediately implement the change and submit a change request for formal documentation.

C. End the current work and enact the change control process.

D. Reject the change because the request is outside of scope.

58 A project is in the execution phase. A

The team and project manager must follow the
Three necessary changes are brought to the attention of the team. The team members all have differing documented and agreed upon change management
opinions regarding how to implement the changes. processes.

What should the project manager do? PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.2.3.1 Project Management Plan -
A. Confirm that all team members and stakeholders understand and follow the change management Additional Components, p88
plan. | PMBOK® Guide Sixth Edition (2018), 3. The Role of The
Project Manager / 3.1 Overview, p51
B. Hold a meeting with the board and project sponsor to address the issue.

C. Organize a meeting with team members to review the issues and request changes where needed.

D. Ensure all requested changes are applied to the project and communicate directly with all team
members.

59 After a project ends, the project manager and project team members are still being asked to do the following: A
Project closure and hand-off will ensure knowledge
-Evaluate new requirements transfer to production and/or operations.
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 -Make minor modifications
-Solve technical issues PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.7 Close Project or Phase, pp121-123
The project manager wants to ensure the product or service developed by the project now has operational
support.

What should the project manager do?

A. Complete the handover of the project.

B. Review the acceptance criteria and get acceptance.

C. Formally disband the project team and find a new project.

D. Continue to fulfill the requests as the product is still being developed.

60 The initial draft of a project management plan is completed. A

By sending the project management plan to the attendees
The project manager plans to show the draft to stakeholders who are located around the globe for approval. in advance, the PM can insure that the meeting is most
The project manager has limited time to gain approval, and the project management plan is lengthy. productive.

The project manager needs to ensure that the review of the plan is completed on time. PMBOK® Guide Sixth Edition (2018), 3. The Role of the
Project manager / 3.4.4.3 Politics, Power, and Getting
Which action should the project manager take? Things Done, pp62-63
| Project Manager's Portable Handbook, 3rd Ed (2010),
A. Send the plan for the stakeholders to review, and then meet with the all of them to discuss it. Section 9. Project Communications / 9.2 Project
Communications
B. Have each stakeholder review the plan individually, adding their comments, and then update the
document accordingly.

C. Ask select stakeholders to review particular sections of the plan based on their areas of expertise.

D. Organize individual meetings with only the key stakeholders to walk them through the plan.

61 A project manager joins a project as a replacement on a project team. During initial meetings, the project B
manager realized there are many differing opinions about how to address technical decisions. Team members Storming often starts where there is a conflict between
did not respect each other's ideas, and the environment was becoming counterproductive. However, now the team members' natural working styles. People may work
team has begun to communicate more effectively and develop some processes and procedures for working in different ways for all sorts of reasons but, if differing
together. working styles cause unforeseen problems, they may
become frustrated.
In what phase of development is the team now?

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 A. Storming PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Management / 9.4 Develop Team, p338
B. Forming

C. Norming

D. Performing

62 A planned task for a project does not get completed due to an issue that appeared three days ago but did not A
get resolved. The project manager wants to prevent this type of situation in the future. The retrospective allows issues with the execution
approach to be identified and discussed in a timely fashion
What should the project manager do? along with ideas for improvements. Retrospectives are a
primary tool to manage project knowledge and develop
A. During the retrospective, examine the issue. the team through discussions of what is working well and
team-based problem solving.
B. In the demo, address the issue.
PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
C. During the next iteration planning meeting, discuss the issue. Management / 6.6 Control Schedule, p224
| Agile Practice Guide (2017), 5 Implementing Agile:
D. In the next daily standup meeting, review the issue. Delivering In An Agile Environment / 5.2.1 Retrospectives,
pp50-51

63 A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help B
with this concern, the project team identifies four project risks and then evaluates both the probability of Risk severity is the product of probability and impact; the
occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being higher the product, the higher the risk is rated.
the highest.
PMBOK® Guide, Figure 11-5 Example Probability and
Risk A B C D Impact Matrix with Scoring Scheme
Probability 1 4 2 2 A=0.08, B=0.28, C-0.24, D= 0.03, "BCAD"
Impact 5 4 5 2
Project Manager's Handbook, Risk Ranking by Intersection,
Based on the table, in what order should the project manager rank these risks for management purposes? A=5, B=7, C=6, D=3 "BCAD"
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.5.2.9/
A. B, A, D, C | Project Manager's Portable Handbook, 3rd Ed (2010),
Section 7, Project Planning and Control / 7.5.5 Risk
B. B, C, A, D Quantification, Figure 7.8 Risk ranking by intersection

C. B, A, C, D

D. C, D, A, B

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64 A project manager needs to successfully lead a project that has diverse, globally dispersed team members. A
The project manager needs to be proactive and learn what
What should the project manager do to develop cultural sensitivity? he can while also maintaining flexibility.

A. Be aware of local customs, remain flexible when working with team members, and recognize that Project Manager's Portable Handbook, 3rd Ed (2010),
culture is learned. Section 9. Project Communications / 9.2.4 Role of Informal
Communications
B. Seek help from the human resource department to obtain formal training in this area.

C. Travel to each team member's geographic location to gain awareness of their culture and meet face-
to-face.

D. Explore each team member's culture in-depth for several weeks to be sensitive to their needs.

65 On a project, three critical risks with a high-impact are identified. A

The functional manager is the person who will be able to
The project manager must find a solution to address these risks immediately. reschedule, reassign or replace resources.

Three specific resources are required to address the risks; however, they are already committed to another PMBOK® Guide Sixth Edition (2018), 9. Project Resource
project with critical deliverables. Management / 9.6.2.3 Interpersonal and Team Skills, p357

Which action should the project manager take?

A. Option A
1. Check with the functional manager regarding the resources' availability
2. Negotiate task crashing or rescheduling with the functional manager.

B. Option B
1. Hire outside resources.
2. Assign these resources to handle the tasks.

C. Option C
1. Assume the risks.
2. Control these risks often to reduce potential impact.

D. Option D
1. Generate a contingency reserve to solve the potential schedule delay.
2. Mitigate the possible impact.

66 Schedule performance issues are occurring on a project. After assessing the issue, the project manager A
determines that the cause is the expertise levels of project resources.

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 Specifically, a few of the senior-level resources check irrelevant details, and some inexperienced resources The PM must train the junior members and supply a
take too much time to complete tasks. checklist so that all are checking all and only what they are
supposed to be checking.
The project manager needs to enhance team performance.
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
Which action is appropriate to take? Management / 9.4 Develop Team, p342

A. Implement training where necessary and create a checklist for all team members.

B. Request that the senior-level resources help the inexperienced resources.

C. Advise the senior-level resources and replace the junior-level resources.

D. Design and conduct training for the junior-level staff.

67 Multiple new members are added to an ongoing project. Although all original team members received basic A
training on the specifics of the business operation that the project supports, the new members do not have It is the PM's responsibility to make sure that the new
the same basic understanding. This lack of understanding results in decreased productivity. members are adequately trained. This approach provides
that training.
How should the project manager respond to this issue?
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
A. Ask the original team members to provide support and training, and schedule a second kick-off Management / 9.4.2.4 Interpersonal and Team Skills, p341
meeting for new team members.

B. Assure all new team members that they should feel comfortable asking for help from both the long-
term members and project manager.

C. Revise the team, so that the newer resources are moved to other projects and resources with
relevant experience are added, then log lessons learned.

D. Recognize that this is a common occurrence when teams experience change, and revise the schedule
to allow for the slight decrease in productivity.

68 A project’s single sponsor has been replaced by a steering committee due to a significant increase in project A
size. The project manager needs to be proactive and respond
to this change. The same communication that was
How should the project manager approach this change? planned for a single sponsor will not necessarily work for
this steering committee.
A. Tailor communications to the new steering committee, recognizing that there has been a change in
stakeholder structure. PMBOK® Guide Sixth Edition (2018), 10. Project
Communication Management / 10.1.2.2 Communications
Requirements Analysis, p369-370
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 B. Follow the initial project plan, recognizing that the stakeholder group now includes the steering
committee members.

C. Schedule a low-key introductory meeting with the new steering committee and the team, while
continuing to follow the initial project plan.

D. Ensure that the new steering committee members receive the project’s current status report.

69 Prior to preparing a monthly project status report, a project manager identifies three new risks. All of these A
risks could impact critical key milestones. The project manager must check the risk register and risk
report to see if this is indeed a new risk and to see if there
The project manager wants to reference additional information before presenting this new risk information. was action already planned around it.

To which sources should the project manager refer? PMBOK® Guide Sixth Edition (2018), 11. Project Risk
Management / 11.7 Monitor Risks, pp409-411
A. Risk register and risk report

B. Risk register and organizational process assets

C. Risk management plan and risk report

D. Lessons learned repository and risk report

70 A week prior to the project kick-off call, a project manager meets with a key project resource to gain a deeper A
understanding of how complex the project deliverables are. To ensure that the deliverable are realistic, the project
manager needs to conduct a feasibility study and then
The resource expresses concern and worry regarding the deliverables. evaluate the results. none of the other choices will ensure
this.
What should the project manager do to ensure that the deliverables are realistic?
PMBOK® Guide Sixth Edition (2018), 1. Introduction / 1.2.6
A. Perform a feasibility study, and then assess the results. Project Management Business Documents, p29

B. Discuss the resource's concerns with the sponsor, and modify the project charter.

C. Note the concerns in the issue log to review at a later date.

D. Identify threats and preventive actions by conducting a risk assessment.

71 During user testing a client agreed to a final product. A few days later the client is reconsidering their A
agreement The definition of acceptance criteria may significantly
increase or decrease quality costs and, therefore, project
What should the project manager do?
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 costs. Satisfying all acceptance criteria implies the needs
A. Review the project’s acceptance criteria. of the stakeholders have been met.

B. Refer to the project’s quality management plan. PMBOK® Guide Sixth Edition (2018), 5. Project Scope
Management / 5.5.3.1 Accepted Deliverables, p166
C. Review the requirements documentation. | The Project Management Tool Kit: 100 Tips and
Techniques for Getting the Job Done Right (2010), 88.
D. Refer to the project's project charter. Scope verification / Scope Process

72 Although the sponsor and project team say that the new project has an adequate budget and realistic A
schedule, the project manager worries that unplanned events could threaten the project’s success. The project manager needs to be proactive and to
familiarize himself with the identified risks and their
What should the project manager do first? mitigation strategies.

A. Engage in identification of project risks, then assess those risks. PMBOK® Guide Sixth Edition (2018), 11. Project Risk
Management / 11.1.2.1 Expert Judgement, p 404
B. Ask the project sponsor for additional funding to cover project planning.

C. Schedule a meeting with the functional manager to address the potential impact of unplanned risks.

D. Execute the project as planned, recognizing that additional project funds must be requested at a
later point in the project.

73 A large project includes functional groups in four countries. It is close to completion, so the project manager A
must prepare the closeout documents. Since the sponsor provided the resources for the project,
it is their responsibility to officially sign off on the project
How should the project manager obtain appropriate signoff on the acceptance of project deliverables? deliverables.

A. The project sponsor should be asked to sign off. PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.7.1.4 Accepted Deliverables, p125
B. The steering committee should be asked to sign off.

C. The director of the project manager’s business unit should be asked to sign off.

D. The four managers from the four countries should be asked to sign off.

74 A project has the following characteristics: A

By understanding the root cause of the issue, the project
-A quality management plan is in place. manager may avoid this type of problem later on in this
-The quality management plan states that project deliverables must be reviewed, at a minimum, 1.5 weeks and other projects.
before the deadline.
-Four deliverables have missed this quality requirement.
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 PMBOK® Guide Sixth Edition (2018), 8. Project Quality
What is an appropriate step for the project manager to take? Management / 8.2.2.3 Decision Making, p293

A. Use a cause-and-effect diagram for root cause analysis.

B. Modify the quality management plan to conform to project practices.

C. Request that the project to undergo an internal audit.

D. Reach out to the project sponsor for their input.

75 A company wants to reduce costs by installing solar panels. Their local government provides subsidies for A
specific energy-efficient projects. The risk level on this issue must be raised as an expected
monetary result might not be achieved.
After project start, the program manager learns that solar panels may not qualify for the energy-efficiency
subsidy. PMBOK® Guide Sixth Edition (2018), 11. Project risk
management / Key Concepts For Project Risk
How should the program manger address this issue? Management, pp397-398

A. Increase the risk level for the project.

B. Ensure the issue log is updated.

C. Make use of the contingency reserve.

D. File a change request.

76 Three parts of a single project are being completed by three project teams. The three parts are highly A
dependent on each other. The team leader worries that this might create conflicts when the outputs from the Before deciding to act, the project manager needs to
three teams are combined and asks for advice. determine the potential conflicts and monitor progress.

What advice should the project manager provide? PMBOK® Guide Sixth Edition (2018), 3. The Role Of The
Project Manager / 3.4.4.2 Qualities and Skills Of A Leader,
A. Identify potential conflicts, and then arrange for a weekly joint meeting with the members of the p61
three teams to monitor each other’s work.

B. Decide which team’s work should be prioritized, then delay the work from the other two teams to
ensure there are no conflicts.

C. Document conflicts as they occur, and take action to remedy any problems that arise.

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 D. Continue to let all three teams work simultaneously, recognizing that conflicts can be addressed at
the testing phase.

77 In response to slippage on some scheduled tasks, the project manager reprioritized a number of subsequent A
tasks in order to fix the problem. The communications management plan is developed to
ensure that the appropriate messages are communicated
The reprioritization did not put the project back on track, and now the project manager needs to escalate the to stakeholders in various formats and various means as
issue to project stakeholders. defined by the communication strategy.

To escalate the issue, what should the project manager do first? PMBOK® Guide Sixth Edition (2018), 10. Project
Communications Management / 10.2 Manage
A. Refer to the communications management plan. Communications, pp379-381

B. Review the stakeholder engagement plan.

C. Refer to the change management plan.

D. Review the risk management plan.

78 A project is in the execution phase. B

Statistical sampling involves choosing part of a population
Based on the originally approved blueprint, 1,000 products were developed. The project team randomly of interest for inspection (for example, selecting 10
chooses 100 products to evaluate against the quality plan. engineering drawings at random from a list of 75). The
sample is taken to measure controls and verify quality.
What is the project team undertaking? Sample frequency and sizes should be determined during
the Plan Quality Management process.
A. Control procurement
PMBOK® Guide Sixth Edition (2018), 8. Project Quality
B. Statistical sampling Management / 8.3.2 Quality Control: Tools and Technics,
pp302-303
C. Process audit

D. Quality assurance

79 Because a deliverable does not meet the agreed-upon quality specifications, it is rejected by the customer. B
Team members find that the deliverable does not meet expectations because there is a problem with vendor- A contract is a mutually binding agreement that obligates
provided parts. the seller to provide the specified products, services, or
results; obligates the buyer to compensate the seller; and
The vendor says that they will not correct the problem. represents a legal relationship that is subject to remedy in
the courts.
Before deciding on next steps, what should the project manager do?

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 A. Check the service level agreement (SLA) established with the vendor. Project Manager's Portable Handbook, 3rd Ed (2015),
Section 6 Project Initiation and Execution / 6.8 Contract
B. Review the procurement management plan and contract agreements. Negotiations and Administration

C. Check the internal quality assurance reports.

D. Review the resource management plan and document lessons learned.

80 Several team members have been transferred to another project, so the project manager needs additional A
resource support from a new supplier. The project manager is concerned about the cost risk of using a new A Fixed Price Incentive Fee Contract (FPIF) is a type of
supplier at this stage of the project. contract where the buyer pays the seller a set amount (as
defined by the contract), and the seller can earn an
Now, the project manager needs to work with the procurement team to establish specifications and type of additional amount if the seller meets defined
contract to be used. performance criteria.

What should be done? PMBOK® Guide Sixth Edition (2018), 12. Project
Procurement Management / 12.1.1.6 Organizational
A. Recommend a fixed price incentive fee (FPIF) contract. Process Assets p472

B. Recommend a time and material (TM) contract.

C. Recommend a cost plus incentive fee (CPIF) contract.

D. Recommend a firm fixed price (FFP) contract.

81 A previously identified technical issue has been resolved and the project is moving forward. The project A
manager has been warned that the same issue will probably arise on similar projects in the future. The issue log will help the project manager effectively
track and manage issues, ensuring that they are
What should be done first when responding to this warning? investigated and resolved.

A. Ensure that the issue log is updated. PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.3.3.3 Issue Log, p96
B. Create a risk report and keep the report current.

C. Notify the project sponsor about the warning.

D. Ensure that the lessons learned register is updated.

82 The project manager learns that one team member needs to complete a critical task that is outside of the A
project, resulting in a scheduling risk for the project. The resource management plan is used to help determine
how resources allocated to agreed-upon risk responses
How can the project manager eliminate this risk? will be coordinated with other project resources. This will
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 provide guidance as to how the project manager can
A. Meet with the team member’s manager, and negotiate for an alternative time to complete the other negotiate with the resource's manager.
task.
PMBOK® Guide Sixth Edition (2018), Project Resource
B. Ask the team member to focus on the critical task, and obtain an additional resource from another Management / 9.3.1 Acquire Resources: Inputs, p330
department

C. Send a report to the project sponsor, documenting noncompliance from the member’s manager.

D. Tell the team member’s manger to release the team member from outside activities until the
scheduled project activity is complete.

83 The project manager receives a progress report during a demo and review meeting. The report shows that the A
agile project is not on track. Since all work was purposely selected and sequenced to meet higher-level For Agile projects, rather than a project manager selecting
objectives, the project manager is surprised by the report. and sequencing work, higher-level objectives are
explained and the team members are empowered to self-
In the future, how can the project manager prevent this type of miscommunication in an agile project? organize specific tasks as a group to best meet those
objectives. This leads to the creation of practical plans
A. Support self organization for the project team and help them provide buy-in for the project. with high levels of buy-in from the team members.

B. Ensure that there is a contingency reserve to cover these issues. PMBOK® Guide Sixth Edition (2018), Appendix 3 / X3.3.3
Executing Process Group, p670
C. Ensure that the team is trained to use the agile process reporting system.

D. Provide early training and ongoing mentoring about the agile approach for the project team.

84 As part of effective leadership, project managers help team members grow and keep them motivated A
throughout each project. The primary goal of a project manager in relation to the
project team is to ensure that the team has the time and
What is one step that supports this effective leadership? resources to do their job and to remove any barriers they
may encounter. By standing up for the team's beliefs the
A. Stand up for the team’s beliefs and be assertive. project manager is demonstrating their support for the
team.
B. Challenge the team by delegating project tasks.
PMBOK® Guide Sixth Edition (2018), 3. The Role Of The
C. Use daily discussion sessions to solicit and respond to the team’s concerns. Project Manager / 3.1 Overview, pp51-52

D. Provide a team reward for each successfully completed task.

85 The project is overseen by a senior project manager. A new project manager joins the project, and the A
sponsor asks the new project manager to develop the quality management plan.

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 The new project manager needs to consult with the senior
How should the new project manager proceed? project manager to find out what practices and processes
are already in place.
A. Meet with the senior project manager to identify established plans and processes. Then, ask for
assistance in selecting the appropriate standards. PMBOK® Guide Sixth Edition (2018), 8. Project Quality
Management / 8.1.3.1 Quality Management Plan, p286
B. Schedule a meeting with the customer to collect requirements and obtain benchmarking samples.

C. Obtain the necessary benchmarking samples and cost-benefit analyses from the sponsor.

D. Postpone the development of the quality management plan until quality metrics and quality
checklists are created.

86 A small group of users complain during a project’s user acceptance stage. The users say that their A
expectations are not met. Managing stakeholder engagement helps to ensure that
stakeholders clearly understand the project goals,
Which action could help avoid this issue on future projects? objectives, benefits, and risks for the project, as well as
how their contribution will enhance project success.
A. Make use of stakeholder feedback during the project. Listening to their feedback is an important part of this
engagement.
B. Engage in risk assessments throughout the project.
PMBOK® Guide Sixth Edition (2018), 13. Project
C. Make use of conflict management techniques. Stakeholder Management / 13.3.2.2 Communication
Skills, p527
D. Create a professional relationship with users.

87 The project sponsor requires a project team composed of resources that live in four different time zones, A
working in four different locations. The project sponsor did not consider the implications of this requirement, Having a dispersed project team does not come without
and believes that the dispersion will provide an ideal project team that will save costs. risks. These risks need to be identified in the risk for the
project. Develop Project Charter: Tools and Techniques,
Where should this be documented in the project charter? Expert judgement risk identification

A. In the overall project risks PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.1.2 Develop Project Charter: Tools and
B. In the key stakeholder list Techniques, p79

C. As part of high-level requirements

D. As part of the resource management plan

88 A governmental agency becomes a key stakeholder on a complex project due to regulatory changes. In light of A
the change, the project manager needs to develop an understanding of this new stakeholder and identify any
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 new high-level risks that may result from the change. Meetings are used to develop an understanding of
significant project stakeholders. They can take the form of
What should the project manager do? facilitation workshops, small group guided discussions,
and virtual groups using electronics or social media
A. Schedule meetings with the new stakeholders. technologies to share ideas and analyze data.

B. Update the assumption log. PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management / 13.1.2.5 Meetings, p514
C. Revise the stakeholder engagement plan.

D. Share the benefits management plan with the new stakeholders.

89 The project requires the development of a human resource system (HRIS) to centrally manage human A
resources and payroll. The project sponsor is a multinational company. The project manager must first identify the risks before
you can quantify them, develop risk mitigation plans or
The project manager reviews historical data on the company’s human resources practices and considers the review them.
regulatory framework of the project. Still, there are concerns about project risks.
PMBOK® Guide Sixth Edition (2018), 11. Project Risk
What should the project manager do in response to these concerns? Management / 11.2 Identify Risks, pp409-411

A. Recognize high-level project risks.

B. Calculate and quantify project risks.

C. Formulate a risk mitigation plan.

D. Engage in regular risk reviews.

90 A project manager needs stakeholder involvement in order to identify strategic and operational assumptions D
and constraints. Unfortunately, the project manager is finding it hard to obtain consistent input due to lack of Facilitation is the ability to effectively guide a group event
participation. to a successful decision, solution, or conclusion. A
facilitator ensures that there is effective participation, that
How can the project manager boost stakeholder input? participants achieve a mutual understanding, that all
contributions are considered, that conclusions or results
A. Make use of political awareness techniques. have full buy-in according to the decision process
established for the project, and that the actions and
B. Review risk management tools and techniques. agreements achieved are appropriately dealt with
afterward.
C. Engage in effective meeting management techniques.
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
D. Use effective facilitation techniques. Management / 4.1.2.3 Interpersonal and Team Skills, p80

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91 The project manager reviews the issues log and sees that three tasks assigned to three team members are A
significantly behind schedule. The project manager needs to be proactive and review the
activities with the team and to identify resolution
How should the project manager handle this issue? strategies.

A. Meet with the relevant team members to review the tasks and determine a strategy for resolving the PMBOK® Guide Sixth Edition (2018), 4. Project Risk
issue. Management / 11.2 Identify Risks, pp409-411

B. Contact the project sponsor and escalate the issue in order to reduce delays.

C. Ask those who are responsible for the reason for the delays and their plans for next steps.

D. Inform the team to quickly bring the tasks up to date, so that the project is not at risk.

92 D
Project team members are spending a lot of time helping maintenance and operations staff with a recently When closing the project, the project manager reviews
commissioned project component. the project management plan to ensure that all project
work is completed and that the project has met its
The project manager needs to validate that the component was signed off and ownership transferred. objectives. The project documents are updated
accordingly.
Which three documents should the project manager use for this decision?
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
A. Final report, organizational process assets updates, and procurement agreements Management / 4.7.3 Close Project or Phase: Outputs,
pp127-128
B. Procurement agreements, project document updates, and organizational process assets updates

C. Procurement agreements, stakeholder engagement plan, and organizational process assets updates

D. Final report, project document updates, and organizational process assets updates

93 A global organization sponsors a project that involves six different companies. When the project is partially A
complete, the project manager learns that one stakeholder is ill and needs to decrease their level of The stakeholder engagement plan is updated to reflect
involvement. any processes, procedures, tools, or techniques that affect
the engagement of stakeholders in project decisions and
What should the project manager do? execution.

A. Update the stakeholder engagement plan. PMBOK® Guide Sixth Edition (2018), 13. Project
Stakeholder Management / 13.2.3 Plan Stakeholder
B. Revise the project charter. Engagement: Outputs, p522

C. Update the stakeholder register.

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 D. Revise the project management plan.

94 A new law is expected within the next four-to-five months that will affect the business’ type of products. The A
next product launch is starting and should be completed within three months. Unfortunately, the new This new law can have a profound effect on the project. It
product would not meet the requirements of the proposed law. will certainly lead to new potential risks, new assumptions
and a possible charter change.
How should the project manager respond to this potential problem?
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
A. Option A Management / 4.1.3 Develop Project Charter: Outputs,
1. Schedule a meeting with the sponsor and key stakeholders to discuss risks. p81
2. Using the results of the meeting, revise the assumption log and project charter.

B. Option B
1. Revise the risk management plan.
2. Move ahead with planning the project.

C. Option C
1. Move ahead with the project; following the plan.
2. Ensure on-time completion, so that the product will not be affected by any possible rule
change.

D. Option D
1. Schedule a meeting with the sponsor and key stakeholders to warn them about the law.
2. Advise them to cancel the project until the legislation is finalized.

95 A project manager implemented an approved change to manage a risk. Three months after the implemented A
change, the project manager learns that the change did not produce the desired result, and there are adverse Project work should be continuously monitored for new,
consequences. changing, and outdated individual project risks and for
changes in the level of overall project risk by applying the
What can the project manager do to avoid this problem on future projects? Monitor Risks process. The Monitor Risks process uses
performance information generated during project
A. Follow up to verify that a risk response is performing as expected. execution to determine if the response was effective.

B. Revisit or change existing assumptions after reviewing the assumption log. PMBOK® Guide Sixth Edition (2018), 11. Project Risk
Management / 11.7 Monitor Risks, p453-454
C. Update the lessons learned register with the risk information. | The Project Management Tool Kit: 100 Tips and
Techniques for Getting the Job Done Right (2010), /Risk
D. Update the probability and impact matrix after assessing any new risks. Process 82/203

96 During a conversation with a friend, a project manager hears that a possible union action will occur within the A
next two weeks. The project manager knows that at this stage of the project, any project delays could cause The project manager needs to proactively approach this.
substantial harm to both budget and schedule, and any union action will affect the project team. By updating the risk register and by communicating this
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 development to the appropriate stakeholders, they will be
Earlier, the probability of a union action was considered minimal. Thus, it was unanticipated. achieving this.

How should the project manager respond to this issue? PMBOK® Guide Sixth Edition (2018), 11. Project Risk
Management / 11.7 Monitor Risks, p453-454
A. Notify relevant stakeholders and add the new risks to the risk register.

B. Get more information through informal discussions, and use what is found to decide on next steps.

C. Plan to reward those who do not participate and identify possible disciplinary actions for those who
do participate.

D. Schedule a meeting with the union’s leader in order to resolve any outstanding conflicts.

97 A project team has set up an unofficial online communications platform to enhance communication. A
Since this platform was not part of the original
The project manager was not aware that this platform existed until recently, after learning that it was being communications plan, it should not be used. The project
used inappropriately. manager needs to refer the team members back to the
approved project communications plan.
Which action should the project manager take?
PMBOK® Guide Sixth Edition (2018), 10. Project
A. Have the project team stop using the platform, and then review the communications management Communication Management / Project Communications
plan. Plan, pp359-362

B. Report the issue to the compliance office after disciplining the individuals involved.

C. Since it is not part of the communications management plan, terminate the platform.

D. Delegate an administrator to monitor communications on this platform.

98 A project has the following characteristics: A

Approved change requests can require new or revised cost
-To determine what product should be created, a feasibility study has been conducted. estimates, activity sequences, schedule dates, resource
-A change request has now been approved to develop another product that contradicts the original requirements, and/or analysis of risk response
requirements. alternatives. These changes can require adjustments to
-Data analysis was conducted before the change request was approved. the project management plan and other project
documents.
Which action should the project manager take?
PMBOK® Guide Sixth Edition (2018), 4. Project Integration
A. Execute the change request. Management / 4.6.2 Perform Integrated Change Control:
Tools and Techniques, pp118-119
B. Decline the change request.
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 C. Ask for a detailed report of the data analysis.

D. Ask for a feasibility study of the new product.

99 A technology development project has the following characteristics: D

The use of virtual teams creates new possibilities when
-It requires a highly skilled resource that is unavailable locally. acquiring project team members. Virtual teams can be
-The project manager has identified a resource who can work on site, but the resource lives in a different defined as groups of people with a shared goal who fulfill
country and requires a work visa. their roles with little or no time spent meeting face to
-The work visa process is taking more time than anticipated. face. The availability of communication technology such as
email, audio conferencing, social media, web-based
What should the project manager do? meetings, and video conferencing has made virtual teams
feasible.
A. Assign the existing team overtime work.
PMBOK® Guide Sixth Edition (2018), 9. Project Resource
B. Have the project's scope reduced. Management / 9.3 Acquire Resources, pp328-330

C. Delay the project by an equivalent duration.

D. Request that the resource work remotely.

100 A contractor is late with a critical project deliverable due to resource challenges. A
Realizing that project delivery is the prime focus, the
There is a 22% buffer in the budget for cost overruns. project manager needs to assess alternatives without
concern for the potential budget impact. Once a viable
What is the first thing a project manager should to mitigate this issue? alternative is identified, they can present their case to the
sponsor for a decision.
A. Look into alternative vendors that can assist with project deliverables despite resource constraints.
PMBOK® Guide Sixth Edition (2018), 12. Project
B. Hire a new vendor to replace the current vendor; ask the new vendor to send a contract. Procurement Management / Tailoring Considerations,
p465
C. Hold a discussion with the vendor regarding the legal implications of this slippage. | The Project Management Tool Kit: 100 Tips and
Techniques for Getting the Job Done Right (2010), 26.
D. Update the project schedule after first accepting the cost overrun. Human Resource Planning

101 There is an unresolved conflict between a member of a third-party vendor's team and a member of a project A
team. The project manager wants to resolve this issue quickly. A
face to face meeting is the best choice to resolve this
The issue is escalated to the project manager. conflict. Any other communication choice would involve
noise that would hinder resolution.
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 What is the first thing the project manager should do? PMBOK® Guide Sixth Edition (2018), 4. Project Integration
Management / 4.2.2.3 Interpersonal and Team Skills, p86
A. Meet in-person with the vendor to discuss the issue. | PMBOK® Guide Sixth Edition (2018), Appendix X4
Summary of Key Concepts for Knowledge Areas / X4.10
B. Call the vendor on the phone to discuss the issue. Key Concepts for Project Stakeholder Management, p678

C. Draft and send a contractual letter to the vendor.

D. Send an email to the vendor to discuss the issue.

102 A customer's resources have not completed the required training. The project manager has to consider the A
risk it poses to the timely completion of the project. Customer resource training is a required project Since the customer is a key stakeholder, the project
deliverable. manager should engage with them to address this risk.

Which action should the project manager perform? PMBOK® Guide Sixth Edition (2018), 11 Project Risk
management / 11.5.2.9 Decision Making, p446
A. Communicate with the project stakeholders to address the risk.

B. Revise the risk register and discuss it at the next project status meeting.

C. Dedicate additional post-implementation support to mitigate the risk.

D. Modify the project schedule to account for the training delay.

103 A project manager is uncertain about the duration of a new product and consults several groups B
of subject matter experts (SMEs). The first group advises that development can be finished in 40 days. The Using 3 point, PERT, or average delivers an estimate of 40
second group identifies some risks that could make the duration up to 60 days. The third group proposes a
new development method that can shorten the time to 20 days. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
Management / 6.4.2.4 Three-point Estimating, p201
What is the estimated development duration for the new product?

A. 20

B. 40

C. 60

D. 30

104 A project manager is uncertain about the duration of a new product and consults several groups B
of subject matter experts (SMEs). The first group advises that development can be finished in 29 days. The Using 3 point, PERT, or average delivers an estimate of 40
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 second group identifies some risks that could make the duration up to 46 days. The third group proposes a
new development method that can shorten the time to 18 days. PMBOK® Guide Sixth Edition (2018), 6. Project Schedule
Management / 6.4.2.4 Three-point Estimating, p201
What is the estimated development duration for the new product?

A. 28

B. 30

C. 32

D. 36

105 A project manager realizes that sponsor expectations are NOT being met, specifically regarding project B
deliverables. The stakeholder engagement plan is a component of the
project management plan that identifies the strategies
To address this issue, which action should the project manager take? and actions required to promote productive involvement
of stakeholders in decision making and execution.
A. Create a risk register.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522
B. Develop a stakeholder engagement plan.

C. Develop a communications management plan.

D. Create a work breakdown structure (WBS).

106 A customer is contemplating adding new features to the project deliverable. B

The Change control board is a formally chartered group
Before a project team member starts working on these new features, what is a mandatory step? responsible for reviewing, evaluating, approving,
deferring, or rejecting changes to the project and for
A. Gain approval from the project manager. recording and communicating such decisions.

B. Ensure the change control board (CCB) approves. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.3.1.3/93

C. Gain approval from the project sponsor.

D. Ensure key subject matter experts (SMEs) approve.

107 A project is at the multi-functional planning phase. The project manager realizes that producing a complex D
application is not feasible with the current number of resources and decides to hire more resources for the The risk to the project was posed by insufficient resources.
production of the application. The project manager identifies temporary resources and signs a service level The risk was Avoided by hiring additional resources.
agreement (SLA) with them.
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 PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.5.2.4/443
Which risk response strategy does this scenario exemplify?

A. Mitigate

B. Transfer

C. Accept

D. Avoid

108 A project manager has completed the following steps: A

During project close out, lessons learned and knowledge
-Finished a major IT deployment project. gained throughout the project are transferred to the
-Confirmed with the release manager that all systems are working. lessons learned repository for use by future projects.
-Confirmed that functionality has been verified by the quality assurance team.
-Informed the customer. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.4.3.1/104

What is the next step the project manager should take?

A. Add the lessons learned to the organization knowledge base.

B. Update the risk register, stakeholders, and team members.

C. Ensure that the procurement plan is closed out.

D. Review, verify, and complete the release documentation.

109 After realizing that there are insufficient resources on a project that has an increasingly high workload, B
management outsources some major tasks to keep the project on schedule. The Procurement Management Plan is where the process
of documenting project procurement decisions, specifying
What should the project manager do in this scenario? the approach and identifying potential sellers is captured.
The key benefit of this process is that it determines
A. Review the communications management plan whether to acquire goods and services from outside the
project and, if so, what to acquire as well as how and
B. Revise the procurement management plan when to acquire it.

C. Escalate to the project sponsor PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.2.3.1/87

D. Prepare an organizational chart

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110 A project has the following need: B
A bidder conference is a meeting between the buyer and
900 resource hours must be outsourced. prospective sellers prior to proposal submittal. They are
used to ensure that all prospective bidders have a clear
Because of internal policies, all providers must comprehend the requirements. and common understanding of the procurement and no
bidders receive preferential treatment.
Which action should the project manager take to ensure this?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.2.2.3/487
A. Hold direct negotiations with each provider.

B. Conduct a bidder conference with the providers.

C. Ensure the procurement management plan is sent to each provider.

D. Have each of the providers added to the stakeholder register.

111 A company has a goal of increasing customer satisfaction within 4 months. A project is initiated to meet this A
goal. Benchmarking involves comparing actual or planned
products, processes, and practices to those of comparable
The project manager needs to identify best practices. organizations to identify best practices, generate ideas for
improvement, and provide a basis for measuring
What should the project manager utilize to accomplish this? performance.

A. Benchmarking PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.2.2/281

B. Focus groups

C. Facilitation

D. Affinity diagram

112 A new product is released. B

External Failure Costs are those failures found by the
When a customer identifies performance issues with this product, the project manager realizes that cost of customer.
quality (COQ) should have been used to estimate this cost.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.2.3/321
Which category of COQ should the project manager have used?

A. Prevention costs

B. External failure costs

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 C. Appraisal costs

D. Cost-benefit analysis

113 A project manager is doing the following: A

The other options require a more detailed project scope
-conducting a risk analysis based on a high-level scope, and
-using expert judgement to prepare a document. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1/113

What is the project manager doing, based on the description of the activity?

A. Creating a project charter

B. Preparing a project scope statement

C. Creating the project management plan

D. Preparing a risk management plan

114 A project is started based on the approved scope. B

Perform Integrated Change Control is the process of
As the project design is being implemented, a team member says that the product will not meet the reviewing all change requests; approving changes and
requirements in certain situations. Correcting the issue will not only cause an increase in scope and costs, but managing changes to deliverables, project documents,
the project will also miss the deadline. and the project management plan; and communicating
the decisions.
The project sponsors do not have additional funding to support the project.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.6/113
Considering this information, what should the project manager do?

A. Conduct a risk analysis and update the project sponsor.

B. Enact the Perform Integrated Change Control process.

C. Resolve the issue to satisfy the customer.

D. Contact the customer and negotiate for risk acceptance.

115 A project manager realizes that stakeholder interests will conflict on a project and decides to utilize a A
stakeholder engagement assessment matrix. Plan Stakeholder Engagement is the process of developing
approaches to involve project stakeholders based on their
The matrix pinpoints an influential stakeholder who is resistant to the project. The project manager needs to needs, expectations, interests, and potential impact on
align this stakeholder's expectations.
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 the project. The key benefit is that it provides an
What should the project manager do to accomplish this goal? actionable plan to interact effectively with stakeholders.

A. Produce a stakeholder engagement plan. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2/516

B. Convey the stakeholder engagement plan.

C. Gain consensus on project objectives by meeting with all stakeholders.

D. Ensure that the stakeholder register is complete and updated.

116 A medium-sized company is expanding into a new market. However, the company does not have previous A
experience in that market. Prototyping is a method of obtaining early feedback on
requirements by providing a model of the expected
A project manager needs to collect requirements. product before actually building it.

Which tool or technique should the project manager use? PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.2.2.8/147

A. Prototypes

B. Expert judgment

C. Product analysis

D. Create requirements traceability matrix

117 A project manager has local and virtual team members for a project. B
Collaborate/problem solve. Incorporating multiple
To manage scheduling priority conflicts among team members, the project manager schedules a video viewpoints and insights from differing perspectives;
conference call. requires a cooperative attitude and open dialogue that
typically leads to consensus and commitment. This
Which statement is true about this scenario? approach can result in a win-win situation.

A. It demonstrates the Smooth/Accommodate conflict resolution technique. PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.5.2.1/349

B. It is an example of the Collaborate/Problem Solve conflict resolution technique.

C. It demonstrates the Force/Direct conflict resolution technique.

D. It is an example of the Compromise/Reconcile conflict resolution technique.

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118 A high-level manager in an organization would like to use a critical project resource for a new project. A
The project management team’s ability to influence
Which action should the project manager take? others plays an important role in negotiating resource
allocation, as does the politics of the organizations
A. Contact the program manager to resolve the issue. involved. If getting to an agreement is not possible, the
issue needs to be escalated for resolution.
B. Request that the high-level manager provides a replacement.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/3.3/52
C. Use the Legitimate form of power to deny the request

D. Tell the team and reassign that resource's responsibilities to other team members.

119 What should the project manager do to gain a stakeholder's approval if the stakeholder believes a project's A
deliverables were not achieved? Monitor Stakeholder Engagement is the process of
monitoring project stakeholder relationships and tailoring
A. Review the project scope while analyzing the stakeholder's needs and expectations. strategies for engaging stakeholders through modification
of engagement strategies and plans. The key benefit of
B. Review the project charter thoroughly with this stakeholder on a conference call. this process is that it maintains or increases the efficiency
and effectiveness of stakeholder engagement activities as
C. Ensure that the stakeholder understands the quality management plan. the project evolves and its environment changes. This
process is performed throughout the project.
D. Perform a risk analysis after obtaining the stakeholder's new requirements.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.4/530

120 A client's employee asks the project manager for an additional, new product feature during a status meeting. B
The change management plan describes the process for
To what document should the project manager first refer to find out who has the authority to approve this submitting, evaluating and implementing changes to the
request? project.

A. Change log PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.2.3.1/87

B. Change management plan

C. Responsible, accountable, consult, and inform (RACI) matrix

D. Change request document

121 Review the following steps. B

Deliverables that meet the acceptance criteria are
1. A project has been successfully delivered. formally signed off and approved by the customer or
2. The project manager is executing formal closure. sponsor. Formal documentation received from the
3. ______________________________________. customer or sponsor acknowledging formal stakeholder
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 acceptance of the project’s deliverables is forwarded to
What is Step 3? the Close Project process.

A. The project manager should update the bid documents. PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.5.3.1/166

B. The project manager should obtain stakeholder acceptance.

C. The project manager should reassign the project team.

D. The project manager should reallocate the unused funds.

122 Review the following project characteristics: B

Project closure guidelines or requirements will contain the
-The project is in its initiation phase. organization's procedures to follow.
-Due to lack of funding, the project gets terminated.
-The project manager must close the project. PMBOK® Guide Sixth Edition (2018) PMI/PMI/2.3.1/41

What is the first action the project manager should take?

A. Rely on the communications management plan to properly inform all stakeholders.

B. Examine the organization's project closure guidelines.

C. Determine the potential impact of terminating the project by performing a risk analysis.

D. Close all project procurement processes.

123 A project has the following characteristics: A

The first version of the stakeholder engagement plan is
-A functional manager is also a project stakeholder. developed after the initial stakeholder community has
-The functional manager has time constraints and delegates project responsibilities to someone else on the been identified by the Identify Stakeholder process. The
functional team. stakeholder engagement plan is updated regularly to
-The new stakeholder is not attending meetings. reflect changes to the stakeholder community.

The project manager needs to engage this new stakeholder. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522

What should the project manager do?

A. Examine the project charter with the new stakeholder and assess their level of engagement.

B. Present the project schedule and the specific, assigned tasks to the new stakeholder.

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 C. Request that the functional manager briefs this new stakeholder and ask that they send them to all
relevant meetings.

D. Ask the new stakeholder to pair with a more experienced stakeholder to learn responsibilities.

124 A project manager is attending a periodic review with stakeholders. C

The quality management plan identifies the quality
The project sponsor asks the project manager how deliverables will be verified for accuracy and accepted. requirements and/or standards for the project and its
deliverables, and documenting how the project will
In which project document is this information found? demonstrate compliance with quality requirements and/
or standards.
A. Scope management plan
PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.3.1/324
B. Requirements management plan

C. Quality management plan

D. Work performance reports

125 A project is being planned in a remote area with limited access to vehicles and equipment. The project C
manager proposes that the company deliver all heavy equipment themselves despite the significant expense. Risk acceptance is a risk response strategy whereby the
The project manager will take full responsibility for this activity. project team decides to acknowledge the risk and not take
any action unless the risk occurs.
What type of risk response is the project manager demonstrating?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.5.2.4/443
A. Transfer

B. Mitigate

C. Accept

D. Avoid

126 A project manager begins to prepare the project management plan after receiving the project charter. B
If there is no historical information available, then
There is currently no historical information in the project management office (PMO). consulting with subject matter experts is the next best
thing a project manager can do to prepare the project
What is the next step the project manager should take in this scenario? plan.

A. Utilize analogous estimating. PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.2.2/281

B. Seek advice from experts in the field.

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 C. Organize an initial kick-off call.

D. Request that the project sponsor provides input.

127 A marketing team is developing a new website and has agreed upon a target audience. A
Focus groups bring together prequalified stakeholders and
Now the marketing team needs to identify the target audience's style preferences. subject matter experts to learn about their expectations
and attitudes about a proposed product, service, or result.
What is an appropriate tool or technique to use for this situation?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.2.2.2/180
A. Focus groups

B. Brainstorming

C. Product analysis

D. Benchmarking

128 A client brings a project manager into a project during the project's execution stage. C
The WBS is a hierarchical decomposition of the total scope
The project manager reviews the project scope for cost estimating purposes and notices that some of work to be carried out by the project team to
deliverables were missed in the work breakdown structure (WBS). accomplish the project objectives and create the required
deliverables. The WBS organizes and defines the total
Which step should the manager take next? scope of the project and represents the work specified in
the current approved project scope statement. This must
A. Verify with the stakeholders to see if these missed deliverables should be added. always reflect the complete and accurate scope of work.

B. Ask that the project management office (PMO) approve additional funds for this work. PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.4.2.2/161

C. Include the work in the WBS, per the 100% rule, and recalculate the total project cost.

D. Determine whether these deliverables are necessary by verifying with experts in the field.

129 A project manager is working with three key stakeholders. Each stakeholder has a different vision regarding B
the project and its goal. They each feel strongly about their opinion. Projects experiencing a high degree of change require
active engagement and participation with project
The project manager needs to obtain approval of the project charter. stakeholders. To facilitate timely, productive discussion
and decision making, adaptive teams engage with
What should the project manager do? stakeholders directly rather than going through layers of
management.
A. Conduct a stakeholder analysis.
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 PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.2.2.5/488
B. Use negotiation to ensure the three stakeholders are in agreement.

C. Request that the project sponsor resolve the conflict.

D. Use the project kick-off meeting to settle the project goals.

130 Review the following project characteristics: C

The scope management plan is a component of the
-A sponsor approves a project. project management plan that describes how the scope
-The project manager invites selected team members, key stakeholders, and the sponsor to a meeting. will be defined, developed, monitored, controlled, and
-The primary purpose of the meeting is to create a document that will guide the team in defining the main validated.
project deliverables.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.1.3.1/137
What will be the final output of this meeting?

A. Milestone list

B. Work breakdown structure (WBS) dictionary

C. Scope management plan

D. Requirements management plan

131 A project is in the development stage. During this stage, there will be sensitive client data to handle. B
After a new issue is raised, the issue log should be
The compliance manager raises an issue of project non-compliance. reviewed prior to taking action

What is the first document the project manager should review? PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.3.3.3/487

A. Statement of work (SOW)

B. Issue log

C. Business case

D. Risk register

132 A project is underway and is 50% completed. C

The FIRST thing the project manager needs to do is to
An essential project team member requests 1.5 months leave for personal matters. understand what impact (if any) this absence will have on
the project.
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 What should the project manager do first? PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.3.2.3/461

A. Check with this team member to see if the leave can be postponed.

B. Discuss the issue with the functional manager and request a replacement.

C. Assess how the leave will impact on the project.

D. Refer to the resource management plan.

133 A project manager works for a company that is preparing to develop a new product. The new product will C
require currently unavailable skills. If you plan to deliver a product and do not possess the
skills required, this is a risk.
To initiate this project, what should the project manager do?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.1.1.4/441
A. Develop detailed project requirements

B. Focus on quality control

C. Focus on the assessment of high-level risks

D. Develop a competitor analysis

134 A project manager is uncertain about the duration of a new product and consults several groups B
of subject matter experts (SMEs). The first group advises that development can be finished in 25 days. The Using the PERT formula: [10 + 4(25) + 40]/6 = 25
second group identifies some risks that could make the duration up to 40 days. The third group proposes a
new development method that can shorten the time to 10 days. PMBOK® Guide Sixth Edition (2018) PMI/PMI/7.2.2.5/245

What is the estimated development duration for the new product?

A. 23 days

B. 25 days

C. 27 days

D. 30 days

135 A new product development project has the following characteristics: B

-There are three main tasks.

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 -Task A must be delivered 4 weeks before task C starts. While there is no DIRECT relationship between A and B,
-Once task B is finished; task C will start. both must be completed before C can start, so, of the
choices, the only response that makes sense is FF
What is the relationship between tasks A and B?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/6.3.2.1/190
A. Finish-to-start (FS)

B. Finish-to-finish (FF)

C. Start-to-start (SS)

D. Start-to-finish (SF)

136 A product deliverable is undergoing acceptance testing. C

A scope management plan documents how the project
A senior-level stakeholder raises concern that an essential product feature for their department was not and product scope will be defined, validated, and
developed. controlled.

The project manager wants to avoid this issue in the future. PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.1.3.1/137

What is one way to accomplish this goal?

A. Properly manage stakeholder expectations.

B. Prepare a change management plan.

C. Ensure a scope management plan gets approved.

D. Hold a product demo with stakeholders.

137 A skincare company reports that customers are increasingly complaining that a product is underweight. C
Control charts are used to determine whether or not a
A project manager needs to determine if something needs to be changed in the production line. process is stable or has predictable performance.

Which tool or technique can the project manager use for this task? PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.3.2.5/304

A. Scatter diagram

B. Affinity diagram

C. Control chart

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 D. Histogram

138 A product passes 96% percent of the functional requirements defined in the scope. A customer is unwilling to C
accept the product since it did not pass 100%. Quality metrics are a description of a project or product
attribute and how to measure it.
A project manager is assessing what could have been done differently to avoid this.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.3.2/287
What should the project manager have done?

A. Assessed and evaluated the test management plan

B. Created the work breakdown structure (WBS)

C. Ensured that the quality metrics were defined

D. Reviewed the requirements documentation

139 A project manager is working on a data center migration project and is developing the schedule management C
plan. If the ES = LS on all tasks, they will be scheduled with no
float or slack and will require all tasks to begin ASAP.
Per the project sponsor's request, the schedule must plan for all tasks as soon as possible. Additionally, the
project manager is presented with possible network paths that will not violate schedule constraints. PMBOK® Guide Sixth Edition (2018) PMI/PMI/6.5.2.2/210

The project manager needs to select the appropriate leads and lags relationship for this situation.

Which type should the project manager choose?

A. Early start is smaller than the late start in all activities.

B. Early start equals the late start in some activities.

C. Early start equals the late start in all activities.

D. Early start is smaller than the late start in some activities.

140 A project manager is preparing the charter for a project. A

The FIRST thing the PM need to do is to make sure the
The project aims to automate 30 percent of product testing. The project sponsor advises the project manager project goals are clearly understood by the stakeholders.
to assign senior test engineers to identify the tests that can be automated.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.3/523
The test department manager, however, is uncooperative because they believe that the project will lead to
downsizing in their department.
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 What should the project manager do first?

A. Have a meeting with the test department manager to review the statement of work (SOW).

B. Request for the project sponsor to provide a rationale for test automation.

C. Present data-driven, cost-benefit evidence of test automation to the test department manager.

D. Raise the risk that the senior testing engineers will be unavailable for the testing.

141 A company is planning to utilize a new product that leverages innovative technologies and processes. C
Bottom-up estimating is a method of estimating project
The project manager has verified that the component work packages have been defined, and constraints for duration or cost by aggregating the estimates of the lower
each component have been identified. level components of the WBS.

Which estimating technique should the project manager use to obtain a precise cost estimate of the project? PMBOK® Guide Sixth Edition (2018) PMI/PMI/6.4.2.5/202

A. Analogous

B. Three-point

C. Bottom-up

D. Parametric

142 A project has the following characteristics: A

The FIRST thing the PM needs to do is to capture this as an
-It is in the planning phase. issue and communicate this to the other stakeholders.
-A key stakeholder will be unavailable for 2.5 weeks during the project. Until then, no action can or should be taken.

The project manager must decide what to do first, after learning about the key stakeholder's unavailability. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.3.3.3/487

What is the correct step to take?

A. Ensure that the issue log is updated and inform the other stakeholders.

B. Request that the finance department provide a replacement during the stakeholder's absence.

C. Organize a meeting with the sponsor to evaluate the situation and identify alternatives.

D. Continue with planning and acknowledge the impact the change may have on the project schedule.
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143 A project has the following characteristics: D
Since compliance is mandatory, a change request needs to
-It is in the execution phase. be submitted.
-A regulatory law has recently been approved that mandates immediate compliance.
-This law will impact the project's scope, schedule, and cost. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.3.3.4/96

The project manager needs to determine what to do first.

What is the correct step to take?

A. Initiate mitigation of the risk.

B. Ensure the project management plan is updated.

C. Escalate the issue to senior management.

D. Begin the change request process.

144 A project's deliverable on the critical path is lagging behind schedule. C

Crashing a project will increase both costs and risks.
The cost performance index (CPI) is 1.3. The project manager is able to put the project back on schedule.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/6.5.2.6/253
What happens to the project?

A. There will be activities performed in parallel.

B. There will be a revised scope.

C. There will be an increase in costs and risks.

D. There will be rework.

145 An intricate project has key stakeholders located in the United States, France, and China. D
A communications management plan is developed to
The project manager discovers that a senior manager asked a team member for project information. ensure that the appropriate messages are communicated
to stakeholders in various formats and various means as
Which step is appropriate to take next? defined by the communication strategy.

A. Rely on the information in the stakeholder register. PMBOK® Guide Sixth Edition (2018) PMI/PMI/10.1.3.1/377

B. Refer to the project management information system (PMIS).

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 C. Ensure that the senior manager attends the next team meeting.

D. Read the communications management plan.

146 A project is 7 months into execution. The project manager determines that the cost performance index (CPI) is A
.80. Since the project is over budget and the trend analysis
show that will continue, the best course of action is to re-
According to a trend analysis, the CPI has a downward trend. baseline the cost of the project and manage to that.

What is the next step that the project manager should take? PMBOK® Guide Sixth Edition (2018) PMI/PMI/7.3.3.1/254

A. Issue a change request for cost re-baselining.

B. Ask for additional resources.

C. Crash the project schedule.

D. Utilize the management reserve.

147 A project is being implemented. A

These new requirements may pose additional risks. These
The research and development department communicates to the project manager that the product's risks need to be documented and appropriate responses
requirements have changed. These changes were not anticipated, may significantly influence potential sales need to be identified.
numbers, and could impact project scope.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.1/417
What is the appropriate action for the project manager to take?

A. Anticipate risk responses and modify the risk register accordingly.

B. Use forecasting methods.

C. Plan to use the contingency reserve and update the risk mitigation plan.

D. Utilize methods such as earned value management (EVM).

148 A project is in the execution phase. C

Develop Team is the process of improving competences,
Due to the demand for a quick turnaround time, the project manager needs to rapidly assign resources to team member interaction, and overall team environment
build the team and meet project requirements. to enhance project performance. Training is a Tool &
Technique of the Develop Project Team process.
Which action should the project manager take next?
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 PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.5/602
A. Build library services.

B. Deliver workshops.

C. Train the new team.

D. Host a webinar.

149 A project manager leaves the company and is replaced. A

In order to successfully lead a project, the PM must first
The new project manager wants to start guiding the team toward project success. understand the purpose of the project and what the goals
and deliverables are.
What should the new project manager do?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1/75
A. Look over the project charter to identify goals and deliverables.

B. Review the project diary and look for notes made by the former project manager.

C. Modify the project schedule, adding a new activity related to the knowledge transfer process.

D. Revisit the project budget to determine if extra time is required.

150 Project team members are busier than usual. They indicate that they do not have the time to update the B
lessons learned because of other project responsibilities. How should the project manager respond to this The lessons learned collection must be present
issue? throughout the project, using different facilitating
techniques.
A. Require submission of lessons learned documentation after each project deliverable is accepted by
the customer. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.4.3.1/104

B. Ensure there is an agenda item for discussion of lessons learned from project activities as part of all
project meetings.

C. File a change request to the project management office (PMO) to change how often lessons learned
is collected.

D. Bring in a consultant to assist with collecting lessons learned to help reduce the burden on project
team.

151 A project manager is creating an agenda and presentation materials for a kick-off meeting that will involve C
stakeholders across multiple geographic regions who will be working on a global project. How can the project None of the other options are viable without ensuring that
manager work to ensure that the stakeholders are engaged? all stakeholders are attending the project kick off meeting
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 A. Create slides for the kick-off meeting to address stakeholder involvement. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.3/503

B. Survey stakeholders' preferred meeting dates and times to accommodate the teams in different time
zones.

C. Verify that all required participants or their delegates will be available to attend.

D. Review the kick-off session agenda and materials for overall clarity and concision.

152 A retiring project manager hands over all materials to a new project manager. The project appears to be A
running smoothly, until the new manager learns that a critical component has failed during testing. Risk responses to identified risks should be outlined as
part of the risk management plan
What is the appropriate first step when responding to this issue?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.5/437
A. Review the risk management plan to identify whether this risk and accompanying response strategies
have been captured.

B. Check with other local team project managers to see how they would respond to the issue.

C. Revise the timeline to account for slippage due to the additional time needed to implement
mitigation.

D. Communicate with stakeholders, describing the issue, proposed costs, and potential changes to
delivery dates related to the project.

153 A team member has taken an unplanned leave during the execution phase of a project. In response, the A
project team rescheduled some tasks. The result is that critical activities are now occurring at the same time. PM should first involve the project team in the risk
assessment. PM should also update risk register, prioritize
What is the first thing that the project manager should do? risks and plan the response but first the newly discovered
risk should be evaluated with the project team.
A. Assess the newly introduced risks with the project team.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2/409
B. Mitigate risks by reverting to the original schedule.

C. Revise the risk register and then rank the project's risks.

D. Identify suitable responses for the newly introduced risks.

154 There are three deliverables in the project manager's IT transformation project: D
In this project two deliverables have unknown durations
Deliverable 2 has strictly scheduled milestones, with no expected variation in the timeline. The project or changing requirement sets appropriate for Agile. The
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 manager expects that Deliverable 3 will see quickly changing requirements during development. migration deliverable 2 requires tight schedule control
and external dependencies appropriate for waterfall.
Which lifecycle model should be used to meet the project's requirements?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/1/19
A. Select a fully agile project model, with a common user story and three-week sprints. | The Agile Practice Guide (No Date) PMI/PMI/3.1.9/

B. Select a waterfall project model for deliverables, with firm milestones and change control
procedures.

C. Select a hybrid project model, where Deliverable 2 is positioned as single agile sprint embedded in an
overall waterfall project.

D. Select a hybrid project model, where Deliverable 2 is positioned as a single waterfall phase
embedded in an overall agile project.

155 A project manager is uncertain about the duration of a new product development project and consults several B
groups of subject matter experts (SMEs). The first group advises that development can be finished in 14 days. PERT Estimate = (Optimistic + (4 X Most Likely) +
The second group identifies some risks that could make the duration up to 32 days. The third group proposes Pessimistic)/6 = (8 + (4*14) + 32)/6 = 16 days
a new development method that can shorten the time to 8 days.
PMBOK® Guide Sixth Edition (2018) /PMI/7.2.2.5/244
What is the estimated development duration for the new product?

A. 12

B. 16

C. 18

D. 20

156 A product passes 99% percent of the functional requirements defined in the scope. A customer is unwilling to C
accept the product since it did not pass 100%. Quality metrics are a description of a project or product
attribute and how to measure it.
A project manager is assessing what could have done differently to avoid this.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1.3.2/287
What should the project manager have done?

A. Properly evaluated the test management plan

B. Produced the work breakdown structure (WBS)

C. Defined and communicated the quality metrics

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 D. Verified the requirements documentation

157 A project is utilizing a third-party contractor. A

Face-to-face interaction is usually the most effective way
A member of the contractor's team raises an issue with a member of the project team. The two individuals to build the trusting relationships that are needed to
are not able to work out a solution. manage knowledge. Once relationships are established,
virtual interaction can be used to maintain the
The project manager is aware of the disagreement. relationship.

Which type of communication should the project manager use first when contacting the vendor about this PMBOK® Guide Sixth Edition (2018) //13/506
issue? | PMBOK® Guide Sixth Edition (2018) //4.7/605
| PMBOK® Guide Sixth Edition (2018) //X4.10/678
A. Face-to-face

B. Phone

C. Contractual letter

D. Email

158 A software vendor is behind on a key project deliverable. A

The first step is analysis and evaluation of alternate
There is a 21% buffer in the budget for cost overruns. options. After that, specific and appropriate action can be
taken.
The project manager needs to mitigate the issue.
PMBOK® Guide Sixth Edition (2018) /PMI/12.3/492
Which action should the project manager take next?

A. Evaluate alternative software vendors that can help project deliverables despite resource
constraints.

B. Remove the current vendor and have the new vendor send a contract.

C. Ask the vendor to meet to discuss legal issues regarding the slippage.

D. Accept the cost overrun and update the project schedule.

159 A project needs a specialized resource. A resource that fits the needs of the project is identified, and can work D
onsite, but lives in another country. The visa process was expected to take weeks but is now taking months. The globalization of projects has promoted the need for
virtual teams that work on the same project, but are not
What should the project manager do? collocated.
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 A. Ask the existing team to work overtime. PMBOK® Guide Sixth Edition (2018) //9/311

B. Place a limit on the project's scope.

C. Put the project on hold by an equivalent duration.

D. Request that the resource work virtually.

160 To determine which product to create, a project feasibility study was conducted. However, a change request A
was recently approved to develop another product that contradicts the original requirements. After a change request has been approved, it should be
executed. If the new requirements did not contradict the
Data specialists conducted an analysis before the change request was approved. original ones, a change request would likely not be
needed in the first place.
What is an appropriate action for the project manager to take?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.6/113
A. Perform the change request.

B. Do not accept the change request.

C. Review a detailed report of the data analysis.

D. Review a feasibility study of the new product.

161 A project that should have been 70 percent complete by now is only 55 percent complete. The total project A
budget is US$210,000, and the actual cost of work performed (ACWP) is US$162,000 EV = Actual% * BAC = 0.55*$210,000 = $115,500
PV = Plan% * BAC = 0.70*$210,000 = $147,000
What is the scheduled performance index (SPI) and cost performance index (CPI) of this project? AC = $162,000 (given)

A. The SPI is 0.79, and the CPI is .71. SPI = EV/PV = $115,500/$147,000 = 0.79
CPI = EV/AC = $115,500/$162,000 = 0.71
B. The SPI is 1.27, and the CPI is 0.98.
PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263
C. The SPI is 0.82, and the CPI is 1.05.

D. The SPI is 0.99, and the CPI is 0.96.

162 A project that should have been 90 percent complete by now is only 84 percent complete. The total project A
budget is US$110,000 and the actual cost of work performed (ACWP) is US$82,000. EV = Actual% * BAC = 0.84*$110,000 = $92,400
PV = Plan% * BAC = 0.90*$110,000 = $99,000
What is the schedule performance index (SPI) and cost performance index (CPI) for this project? AC = $82,000 (given)

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 A. The SPI is 0.93, and the CPI is 1.13. SPI = EV/PV = $92,400/$99,000 = 0.93
CPI = EV/AC = $92,400/$82,000 = 1.13
B. The SPI is 1.07, and the CPI is 0.99.
PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263
C. The SPI is 1.15, and the CPI of .93.

D. The SPI is 0.96, and the CPI is 1.18.

163 A project that should have been 95 percent complete by now is only 80 percent complete. The total project A
budget is US$140,000 and the actual cost of work performed (ACWP) is US$95,000. EV = Actual% * BAC = 0.80*$140,000 = $112,000
PV = Plan% * BAC = 0.95*$140,000 = $133,000
What is the schedule performance index (SPI) and a cost performance index (CPI) of the project? AC = $95,000 (given)

A. The SPI is 0.84, and the CPI is 1.17 SPI = EV/PV = $112,000/$133,000 = 0.84
CPI = EV/AC = $112,000/$95,000 = 1.17
B. The SPI is 1.19, and the CPI is 0.96.
PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263
C. The SPI is 0.86, and the CPI is 1.14.

D. The SPI is 0.94, and the CPI is 1.16.

164 A project manager is working on a software development project. D

The scope management plan is needed to help control the
Two customers are repeatedly submitting new feature requests. The completed scope definition for the scope of the project
product's next version release has already been provided to stakeholders.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.6/167
What should the project manager do next?

A. Ask to meet with the product manager and discuss reducing the number of new requests.

B. Meet with the sponsor immediately to discuss project boundaries.

C. Meet face-to-face with stakeholders to set expectations.

D. Assess the scope management plan and iterate it through the scope definition process.

165 A project has the following budgetary features: B

CPI = EV/AC = $540,000/$650,000 = less than 1 = over
-Total budget of US$3 million budget
-Planned cost of US$630,000
-Actual cost of US$650,000 SPI = EV/PV = $540,000/$630,000 = less than 1 = behind
-Earned value of US$540,000 schedule
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 Which statement is true about this project? PMBOK® Guide Sixth Edition (2018) /PMI/7.4.2.2/263

A. It is under budget, and ahead of schedule.

B. It is over budget and behind schedule.

C. It is over budget and ahead of schedule.

D. It is under budget and behind schedule.

166 A project manager receives the following information for a new project: A
The project charter will require a list of assumptions, the
-assumptions preliminary scope, and some of the restrictions.
-preliminary scope Additionally, the project goals and business case will also
-restrictions be needed.

After receiving this information, what is the first step the project manager should take? PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1/75

A. Discern the project goals as well as the business case.

B. Determine the project team and provide the team with tasks.

C. Decide on the project schedule and determine the critical path.

D. Seek approval for the project charter from the sponsor.

167 A project manager recently joined a new project. A

Following the formal approval process is the best way to
This project has the following characteristics: control unnecessary project changes.

-Deadlines that are tight PMBOK® Guide Sixth Edition (2018) //5.2/616
-Global team that works virtually
-Fixed budget

The project manager is in the planning phase, and wants to avoid scope creep and keep the team focused on
delivering a product that meets requirements.

What should the project manager do to achieve this goal?

A. Ensure that any changes to scope go through the formal approval process.

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 B. Ensure that daily stand-ups occur, with all development teams.

C. Ensure that the development team leads generate detailed requirements.

D. Ensure that stakeholders do not directly interact with the development team leads.

168 After a project delay, the project manager determines that a change is needed to the product deliverables in A
order to ensure quality. The project manager takes the following steps: These two plans help establish how communication will be
managed and how the stakeholders will be engaged.
1. A formal change request is issued.
2. The project manager communicates the change to all stakeholders. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522
3. The project manager receives feedback that the communications approach did not meet stakeholders'
expectations.

What should the project manager do next?

A. Use the communications management and stakeholder engagement plans.

B. Ensure stakeholders' expectations are included in the project management plan by issuing a change
request.

C. Hold a meeting with the project sponsor to better understand stakeholders' expectations.

D. Refer to the communications management plan and issue a status report.

169 The project sponsor reports that an element of a product could lead to moderate health issues in customers. A
Always investigate an issue first before taking action.
Therefore, the sponsor asks to modify production materials.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.6
Which action should the project manager take? (Integrated Change Control)/112

A. Refer to the Perform Integrated Change Control process to examine the issue further.

B. Promptly implement the change and submit a change request for formal documentation.

C. Halt current production and initiate the Perform Integrated Change Control process.

D. Do not fulfill the request because it will lead to scope creep.

170 There are necessary changes being requested to a project; however, team members are not in agreement A
regarding how to implement the changes.

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 The project manager needs to address this issue. The change management plan describes how the change
requests throughout the project will be formally
Which action should the project manager take? authorized and incorporated.

A. Use the change management plan and ensure all team members and stakeholders understand and PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.2.3.1
follow it. (Integrated Change Control)/88

B. Schedule an in-person meeting with the project sponsor and the board to address the issue.

C. Hold a meeting with team members to assess the issues and request changes where needed.

D. Ensure all requested changes are applied to the project and communicate face-to-face with all team
members.

171 A project manager with limited experience managing globally-distributed team members receives a project A
that has team members from five countries, spanning three continents. The project management team should capitalize on
cultural differences, focus on developing and sustaining
To successfully manage this project, the project manager needs to develop cultural sensitivity. the project team throughout the project life cycle, and
promote working together interdependently in a climate
What should the project manager do? of mutual trust.

A. Be flexible when working with team members, recognize that culture is learned, and be aware of PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4/338
local customs.

B. Seek guidance from the human resource department, and request to be certified in this topic.

C. Request for another project manager to lead the project and follow behind this person to gain
necessary skills.

D. Gather requisite learning material to better understand every detail of each team member's culture
to be sensitive to their needs.

172 A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help A
with this concern, the project team identifies four project risks and then evaluates both the probability of Probability * Impact provides the risk ranking from highest
occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being to lowest.
the highest. A = 3*5 = 15
B = 4*2 = 8
Risk A B C D C = 3*3 = 9
Probability 3 4 3 2 D = 2*2 = 4
Impact 5 2 3 2
Therefore the risks should be ranked in the following
order: A, C, B, D
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 Based on the table, in what order should the project manager rank these risks for risk management PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.4/428
purposes?

A. A, C, B, D

B. B, A, D, C

C. D, A, C, B

D. C, D, A, B

173 A project is completed, but the project manager and project team members are being asked to do the A
following: At project close, the final product, service, or result can be
transitioned to a production support team.
-Troubleshoot and resolve technical issues
-Evaluate new requirements PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7.3.2/127
-Make minor adjustments

The project manager needs to ensure that the product developed by the project now has operational support.

What should the project manager do?

A. Execute the project hand off.

B. Procure project acceptance.

C. Contact the project team, dismiss them from the project, and find a new project.

D. Since the product is still under development, continue to fulfill the requests.

174 A project has the following characteristics: B

Statistical sampling involves choosing part of a population
-It is in the execution phase. of interest for inspection. The sample is taken to measure
-500 products have been developed based on the originally-approved blueprint. controls and verify quality.
-The project team randomly selected 50 products to evaluate against the quality plan.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.3.2/302
What is occurring in this scenario?

A. The project team is performing inspections.

B. The project team is utilizing statistical sampling.

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 C. The project team is conducting audits.

D. The project team is undertaking a quality control measure.

175 A project manager has the following situation: A

This option will require the least follow up discussions.
-A very long project management plan is drafted.
-Stakeholders on the project are spread across three continents. PMBOK® Guide Sixth Edition (2018) PMI/PMI/3.4.4/60-63/
-The project manager needs the stakeholders to approve the plan in as short of time as possible.

What is an appropriate course of action for the project manager to take?

A. Option A
1. Arrange a meeting with all stakeholders.
2. Have the stakeholders review the plan before the meeting.

B. Option B
1. Send the plan to each stakeholder individually.
2. Ask them to add their comments and return it for updating.

C. Option C
1. Divide the plan into sections.
2. Based on their areas of expertise, ask select stakeholders to review particular portions.

D. Option D
1. Schedule individual meetings.
2. Invite only the key stakeholders and walk them through the plan.

176 A project manager has identified the following: A

Negotiation is an important tool and technique of the
-Four critical risks with a high-impact. Control Resources process.
-Four specific resources necessary for addressing the risks.
-The resources are committed to another project with critical deliverables. PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.6/

The project manager must find a solution to address these risks immediately.

Which actions should the project manager take?

A. Option A
1. Contact the functional manager.
2. Evaluate the resources' availability to negotiate task crashing or rescheduling.
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 B. Option B
1. Contract a third-party vendor.
2. Assign this vendor to these tasks.

C. Option C
1. Accept the risks.
2. Monitor these risks often to reduce potential impact.

D. Option D
1. Create a contingency reserve to solve the potential schedule delay.
2. Mitigate the possible impact.

177 A project has a quality management plan in place. A

Cause-and-effect diagrams break down the causes of the
This plan states that project deliverables must be reviewed for quality at least 5 business days before the problem into discrete branches, helping to identify the
deadline. Four deliverables have missed this quality requirement. main or root cause.

What should the project manager do? PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.2.2.4/293

A. Generate a cause-and-effect diagram for analysis.

B. Re-write relevant portions of the quality management plan.

C. Inquire regarding the feasibility of an internal audit of the project.

D. Contact the project sponsor, and request advice.

178 Several team members frequently spend their time helping operations and maintenance staff with a project D
feature that was just commissioned. Project document updates, organizational process assets
updates, and final report are outputs of the close project
The project manager needs to ensure that the feature was signed off on and that ownership was transferred. or phase process.

Which documents should the project manager rely on for this purpose? PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7.3/127

A. Procurement agreements, organizational process assets updates, and final report

B. Procurement agreements, organizational process assets updates, and project document updates

C. Stakeholder engagement plan, organizational process assets updates, and procurement agreements

D. Project document updates, organizational process assets updates, and final report
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179 A project manager joins a project as a replacement on a project team. During initial meetings, the project A
manager realizes there are many differing opinions about how to address technical decisions. Team members During Storming, the team begins to address the project
do not respect each other's ideas, and the environment is becoming counterproductive. However, the team work, technical decisions, and the project management
developed processes and procedures and is now working smoothly and productively on the project, without approach. If team members are not collaborative or open
conflict or interruption. to differing ideas and perspectives, the environment can
become counterproductive.
In what phase of development is the team?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4/338
A. Storming

B. Norming

C. Forming

D. Performing

180 A project manager is presented with the following situation: A

The retrospective allows issues with the execution
-An iteration just ended. approach to be identified and discussed in a timely fashion
-A team member tells the project manager that a planned task is not complete due to an issue that appeared along with ideas for improvement.
4 days ago that was not resolved.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/Appendix
The project manager wants to prevent this scenario in the future. X3/X3.3.3

When is an appropriate time to discuss this issue?

A. During the retrospective

B. In the demo

C. During the next iteration planning meeting

D. In the next daily standup meeting

181 A project has the following characteristics: A

Project managers should attempt to resolve issues via the
-Schedule performance issues are occurring due to expertise levels of project resources. tools and techniques available to them prior to changing
-Highly-experienced resources are reviewing unnecessary details. the plan or escalations
-Junior-level resources are not completing tasks in a timely manner.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4/336
The project manager needs to enhance team performance.
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 What should the project manager do?

A. Where necessary, implement training, and design a checklist for all team members.

B. Where necessary, have the senior-level resources help the inexperienced resources.

C. Where necessary, replace specific junior-level resources, and advise the senior-level resources.

D. Where necessary, conduct training for the junior-level staff members.

182 An informal and unofficial blog was set up to enhance communication and morale among project team A
members. Communications outside of those covered by the
communications management plan can lead to additional
The project manager was not previously aware of the blog but has discovered that team members are using it risks and issues. However, since the team was using the
inappropriately. blog, the project manager should assess the
communications management plan for any gaps.
What should the project manager do?
PMBOK® Guide Sixth Edition (2018)
A. Tell the project team to stop using the blog, and then assess the communications management plan. PMI/PMI/10.1.3.1/377/

B. Reprimand all individuals involved and report the issue to the compliance office.

C. Close down the blog, as it is not part of the communications management plan.

D. Identify an administrator who can monitor communications on the blog.

183 A key project resource is discussing the complexity of project deliverables with the project manager 1.5 weeks A
before the kick-off call. The resource expresses nervousness and concern regarding the deliverables. The feasibility study will support the business case to
begin a new project
The project manager wants to ensure that the deliverables are realistic.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/1.2.6.1/30
What is the appropriate action to take?

A. Implement a feasibility study and then assess and review the results.

B. Hold a meeting with the project sponsor to discuss the resource's concern and revise the project
charter.

C. Ensure that the concerns are documented in the issue log for later review.

D. Start to identify threats and preventive actions by performing a risk assessment.

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184 Four new risks for a project are identified while the project manager is preparing the monthly project status A
report. The first step will be to analyze the new risks. Reviewing
the current risk register and risk report will be the best
These four risks could affect vital key milestones. starting point.

What should the project manager do before presenting this new risk information? PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.7/453

A. Refer to the risk register as well as the risk report.

B. Review the organizational process assets and risk register.

C. Refer to the risk management plan and the risk report.

D. Review the risk report and lessons learned repository.

185 A project that is nearing completion has the following characteristics: A

The project charter determines who will sign off on the
-It is very large. project, but of the given options, the sponsor is the best
-It contains functional groups in five different countries. answer due to their role.
-Closeout documents are being prepared.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7/121
The project manager needs to gain acceptance of the project deliverables.

What should the project manager do?

A. Seek the project sponsor's sign off.

B. Contact the steering committee for sign off.

C. Seek sign off from the director of the project manager's business unit.

D. Contact managers from the five countries involved in the project for sign off.

186 During a kick-off, the project manager provided training for the entire team regarding the specifics of the A
company operations that the project supports. It is the PM's responsibility to make sure that the new
members are adequately trained. This approach provides
A year later, project productivity is suffering because members who were added later in the project do not that training.
have the same level of understanding.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4.2.4/341
How should the project manager respond to this challenge?

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 A. Ask current team members to provide training and support and hold a second kick-off meeting for
new team members.

B. Tell the newer team members to ask for help from the long-term members when they run into things
they do not understand.

C. Add new members who have the relevant experience, reassign the newer team members, and log
turnover issues in the lessons learned register.

D. Recognize that this is a natural project progression and revise the schedule to allow for the slight
decrease in productivity.

187 A project has increased in size. As a result, the project's single sponsor is replaced by a steering committee. A
The project manager needs to be proactive and respond
What should the project manager do to accommodate this new development? to this change. The same communication that was
planned for a single sponsor will not necessarily work for
A. Ensure that communications are tailored to the steering committee, since there has been a change in this steering committee.
stakeholder structure.
PMBOK® Guide Sixth Edition (2018)
B. Ensure that the initial project plan is followed, since the new stakeholders will focus on the project’s PMI/PMI/10.1.3.1/377/
progress to date.

C. Introduce the steering committee to the team and continue to follow the initial project plan in order
to meet project deadlines.

D. Make sure that the new steering committee members are included when sending the current status
report for the project.

188 During user testing, a client agrees to the final product. One day later the client indicates that the final A
product may not be acceptable. The definition of acceptance criteria may significantly
increase or decrease quality costs and, therefore, project
What should be the project manager’s first step for resolving this issue? costs. Satisfying all acceptance criteria implies the needs
of the stakeholders have been met.
A. Consult the project’s acceptance criteria.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/5.3.3.1/154
B. Review the project's quality management plan.

C. Review the project’s requirements documentation.

D. Refer to the project charter and lessons learned log.

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189 Both the project sponsor and project team assure a project manager that the new project has a realistic A
schedule and an adequate budget. The project manager worries that unplanned events could threaten the The project manager needs to be proactive and to
project’s success. familiarize himself with the identified risks and their
mitigation strategies.
How should the project manager respond to this concern?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.1/401
A. List and assess any project risks.

B. Ask for additional funding to cover project planning.

C. Schedule a meeting with the functional manager to address the potential impact of unplanned risks.

D. Review the original project plan and focus on completing the plan on schedule.

190 The project manager has a large project with functional groups in four countries. Now that the project is close A
to completion, the project manager needs to obtain the correct signoff on the acceptance of project since the sponsor provided the resources for the project,
deliverables. it is their responsibility to officially sign off on the project
deliverables.
What should be done to obtain the appropriate signoff on this project?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.7/121
A. Ask the project sponsor to sign off. | Project Management: A Systems Approach to Planning,
Scheduling, and Controlling (2013) Harold Kerzner/John
B. Ask the steering committee to sign off. Wiley/Wiley/10/

C. Ask the director of the project manager's business unit to sign off.

D. Ask for signoff from the managers of the four countries involved in the project.

191 After the start of a project, the project manager learns that an expected governmental subsidy may not be A
available. The risk level on this issue must be raised as an expected
monetary result might not be achieved.
What should the project manager do to address this issue?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.2/418
A. Raise the project’s risk level.

B. Make sure that the information is added to the issue log.

C. Make up any project deficit using the contingency reserve.

D. Make a change request.

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192 Three project teams are working on parts of a single project. The parts are highly dependent on each other. A
The leader of the team indicates that this might create conflicts when the outputs from the three teams are Before deciding to act, the project manager needs to
combined. determine the potential conflicts and monitor progress.

The project manager needs to provide guidance to the team lead. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1.2.3/80

What guidance should be offered?

A. The team lead should identify potential conflicts and arrange for a weekly joint meeting with the
members of the three teams to monitor each other’s work.

B. The team lead should decide which team’s work should be prioritized, then delay the work from the
other two teams to ensure there are no conflicts.

C. The team lead should document conflicts as they occur, and take action to remedy any problems that
arise.

D. The team lead should tell all three teams to continue to work simultaneously, recognizing that
conflicts can be addressed at the testing phase.

193 A project was not meeting scheduled dates for some tasks, so the project manager reprioritized a number of A
subsequent tasks to try to get the project back on track. The reprioritization did not fix the problem, and now The communications management plan is developed to
the project manager needs to escalate the issue to project stakeholders. ensure that the appropriate messages are communicated
to stakeholders in various formats and various means as
To escalate the issue, to which plan should the project manager refer? defined by the communication strategy.

A. Communications management plan PMBOK® Guide Sixth Edition (2018)

PMI/PMI/10.1.3.1/377/
B. Stakeholder engagement plan

C. Change management plan

D. Baselines for scope plan

194 A deliverable does not meet the agreed-upon quality specifications and is rejected by the customer. After B
investigation, the project team finds that there is a fault with the vendor-provided parts, and this fault caused A contract is a mutually binding agreement that obligates
the issue. the seller to provide the specified products, services, or
results; obligates the buyer to compensate the seller; and
The vendor says that they cannot correct the situation. represents a legal relationship that is subject to remedy in
the courts.
What should be reviewed before deciding on next steps?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.3/492
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 A. The service level agreement (SLA) established with the vendor

B. The procurement management plan and contract agreements

C. The internal quality assurance reports

D. The resource management plan

195 There are concerns about the cost risk of adding an external supplier at the mid-point of a project. Still, A
several team members have been transferred to another project, and the project manager requires resource A Fixed Price Incentive Fee Contract (FPIF) is a type of
support from an external supplier. contract where the buyer pays the seller a set amount (as
defined by the contract), and the seller can earn an
The project manager needs to work with the procurement team to establish specifications and type of additional amount if the seller meets defined
contract to be used. performance criteria. FPIF contracts are the most risk
averse.
What should be done?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/12.1/472
A. Suggest a fixed price incentive fee (FPIF) contract.

B. Recommend a time and material (TM) contract.

C. Suggest a cost plus incentive fee (CPIF) contract.

D. Recommend a firm fixed price (FFP) contract.

196 Although a previously identified technical issue has been resolved, the project manager is warned that the D
same issue is likely to occur on similar projects in the future. The lessons learned register can be used for future
projects to help avoid past project issues
Which document should be part of the first step in responding to the warning?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.4.3.1/104
A. The issue log

B. A risk report

C. A communication for the project sponsor

D. The lessons learned register

197 The project manager learns that one team member needs to complete a critical task that is outside of the A
project, resulting in a scheduling risk for the project. The resource management plan is used to help determine
how resources allocated to agreed-upon risk responses
How can the project manager eliminate this risk? will be coordinated with other project resources. This will
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 provide guidance as to how the project manager can
A. Schedule a meeting with the team member’s manager to negotiate for additional time to complete negotiate with the resource's manager.
the other task.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.6/352
B. Replace the team member with a new resource from another department.

C. Notify the project sponsor, documenting the conflict caused by the member’s manager.

D. Notify the team member’s manager of project needs and require the release of the member until the
project activity is completed.

198 Successful project leaders nurture team members’ skills and knowledge, and keep members motivated A
throughout the project. The primary goal of a project manager in relation to the
project team is to ensure that the team has the time and
Which action helps to promote successful project leadership? resources to do their job and to remove any barriers they
may encounter. By standing up for the team's beliefs the
A. Be assertive, and stand up for the team’s needs, concerns, and beliefs. project manager is demonstrating their support for the
team.
B. Promote team challenges by delegating project tasks.
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C. Schedule daily sessions where team members can voice concerns and receive a response.

D. Create a team reward for each successfully completed task.

199 The project is overseen by a senior project manager. When a new project manager is added to the project, A
the sponsor asks the new project manager to develop the quality management plan. The new project manager needs to consult with the senior
project manager to find out what practices and processes
How should the new project manager proceed? are already in place.

A. Obtain established quality processes and plans from the senior project manager. Then, ask them for PMBOK® Guide Sixth Edition (2018) PMI/PMI/8.1/277
guidance in selecting the appropriate standards.

B. Schedule a meeting with the customer to collect requirements and obtain benchmarking samples.

C. Schedule a meeting with the sponsor to obtain benchmarking samples and cost-benefit analyses.

D. Postpone the development of the quality management plan by submitting a change request. Only
proceed when quality metrics and quality checklists have been created.

200 Two users complain during the project’s user acceptance stage, saying that their expectations were not met. A
Managing stakeholder engagement helps to ensure that
What could the project manager use to avoid this issue in the future? stakeholders clearly understand the project goals,
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 objectives, benefits, and risks for the project, as well as
A. Stakeholder feedback how their contribution will enhance project success.
Listening to their feedback is an important part of this
B. Risk assessments engagement.

C. Conflict management techniques PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.3.2/526

D. A professional relationship with the users

201 A new project sponsor asks for a project team that includes resources working in three different time zones A
and locations. The project sponsor did not consider the implications of this requirement and believes that the Having a dispersed project team does not come without
request will save costs while creating the ideal project team. risks. These risks need to be identified in the risk log for
the project.
Where should the project manager document this request in the project charter?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.2/418
A. Overall project risks

B. Key stakeholder list

C. High-level requirements

D. Resource management plan

202 As a result of multiple regulatory changes, a governmental agency is added as a key stakeholder on a complex A
project. The project manager wants to develop an understanding of this new stakeholder and identify any Meetings are used to develop an understanding of
new high-level risks that may result from the change. significant project stakeholders. They can take the form of
facilitation workshops, small group guided discussions,
What should the project manager do? and virtual groups using electronics or social media
technologies to share ideas and analyze data.
A. Meet with the new stakeholders.
PMBOK® Guide Sixth Edition (2018)
B. Identify needed changes to the assumption log. PMI/PMI/13.3.2.5/528/

C. Review the stakeholder engagement plan.

D. Check with the project sponsor regarding the benefits management plan.

203 A project manager is having difficulty obtaining consistent input from stakeholders and needs their input to D
identify strategic and operational assumptions and constraints. Facilitation is the ability to effectively guide a group event
to a successful decision, solution, or conclusion. A
How can the project manager improve stakeholder input? facilitator ensures that there is effective participation, that
participants achieve a mutual understanding, that all
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 A. Use political awareness techniques. contributions are considered, that conclusions or results
have full buy-in according to the decision process
B. Institute checklist policies. established for the project, and that the actions and
agreements achieved are appropriately dealt with
C. Research effective meeting management techniques. afterward.

D. Make use of effective facilitation techniques. PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1.2/80

204 A project involves six different companies, and the project sponsor is a global organization. At the midpoint of A
the project, the project manager is informed that one stakeholder is experiencing difficulties and cannot The stakeholder engagement plan is updated to reflect
provide their former level of involvement. any processes, procedures, tools, or techniques that affect
the engagement of stakeholders in project decisions and
Which action should the project manager perform? execution.

A. Update the stakeholder engagement plan. PMBOK® Guide Sixth Edition (2018) PMI/PMI/13.2.3.1/522

B. Revise the project charter.

C. Update the stakeholder register.

D. Revise the project management plan.

205 A company’s products will be affected by a new law that might be passed in the next four months. A new A
product launch is starting, and should be completed within three months. If the proposed law is passed, the This new law can have a profound effect on the project. It
new product will not meet the new requirements. will certainly lead to new potential risks, new assumptions
and a possible charter change.
How should the project manager address to this potential problem?
PMBOK® Guide Sixth Edition (2018) PMI/PMI/4.1/75
A. Option A
1. Discuss risks with the sponsor and key stakeholders.
2. Using the results of the discussion, update the assumption log and project charter.

B. Option B
1. Update the risk management plan.
2. Move ahead with project planning.

C. Option C
1. Move forward with the project and project planning.
2. Meet all deadlines, ensuring that the product will be complete prior to potential change in
the law.

D. Option D
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 1. Warn the sponsor and key stakeholders about the implications of the possible law.
2. Advise them to put the project on hold until the legislation is passed.

206 An approved change was implemented to manage a risk. Three months later, the project manager finds that A
the change did not yield the desired result. In fact, the change led to adverse consequences. Project work should be continuously monitored for new,
changing, and outdated individual project risks and for
What should the project manager do to avoid this issue in the future? changes in the level of overall project risk by applying the
Monitor Risks process. The Monitor Risks process uses
A. Confirm that an implemented risk response is effective. performance information generated during project
execution to determine if the response was effective.
B. Review the assumption log to revisit or change current assumptions.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.7/453
C. Update the risk information to the lessons learned register.

D. Evaluate new risks and update the probability and impact matrix.

207 A project manager overhears a conversation in a cafeteria. The speaker says that a possible union action will A
occur within the next two weeks. The project manager needs to proactively approach this.
By updating the risk register and by communicating this
The project manager knows that any union action will affect the project team, and at this stage of the project, development to the appropriate stakeholders, they will be
any project delays will cause substantial harm to both budget and schedule. Earlier, the probability of a union achieving this.
action was considered minimal. Thus, it was unanticipated.
PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.2.3.1/417
What should the project manager do?

A. Inform relevant stakeholders and update the risk register with the new risk.

B. Ask stakeholders for additional information regarding the likelihood of the union action, then act on
what is heard.

C. Set up an information session for the project team, letting them know of possible disciplinary
sanctions for those who participate in the union action.

D. Meet with union members and the union leader to resolve this conflict.

208 While reviewing the issues log, the project manager notices that tasks assigned to two team members are A
quite a bit behind schedule. The project manager needs to be proactive and review the
activities with the team and to identify resolution
What should be done? strategies.

A. Work with the relevant team members to review the delayed tasks and decide on strategies for PMBOK® Guide Sixth Edition (2018) PMI/PMI/3.4.4.2/61
resolution.
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 B. Document the issue, escalate to the project sponsor, and ask for how they would like it resolved.

C. Tell the team members who are behind schedule that they should explain why tasks were delayed
and how they will get back on schedule.

D. Notify the responsible team members of the need to complete the overdue tasks quickly in order to
avoid introducing extra project risks.

209 A project sponsor is risk averse and is therefore concerned about negative impacts on the project. To help C
with this concern, the project team identifies four project risks and then evaluates both the probability of Probability * Impact provides the risk ranking from highest
occurrence and the impact of the risk if it occurs. The team uses a 1-5 scale, 1 being the lowest and 5 being to lowest.
the highest. A = 2*3 = 6
B = 2*5 = 10
Risk A B C D C = 3*4 = 12
Probability 2 2 3 4 D = 4*4 = 16
Impact 3 5 4 4
Therefore the risks should be ranked in the following
Based on the table, in what order should the project manager rank these risks for risk management purposes? order: D, C, B, A

A. B, A, D, C PMBOK® Guide Sixth Edition (2018) PMI/PMI/11.4/428

B. B, C, A, D

C. D, C, B, A

D. C, D, A, B

210 A project manager has put together a project team. During initial meetings, the project manager observes C
that team members are getting to know each other, feeling excited and positive about the project, and have The Forming phase is where the team members meet and
not been told the specific details of the project. learn about the project and their formal roles and
responsibilities. Team members tend to be independent
In what phase of development is the team? and not as open in this phase.

A. Storming PMBOK® Guide Sixth Edition (2018) PMI/PMI/9.4/338

B. Norming

C. Forming

D. Performing

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