PMP Practice Test 4 — 10 Questions

Question 1

A project manager is leading a hybrid project where the team uses Scrum for development but has a fixed end date for regulatory compliance. Halfway through, a key vendor informs you that they will be unable to deliver a critical component on time. What should the project manager do FIRST?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

Analyze the schedule to determine the impact on the critical path and identify possible mitigation options. In a hybrid project with a fixed regulatory deadline, the first step when a vendor fails to deliver a critical component is to analyze the schedule impact on the critical path and identify mitigation options. This aligns with the PMI approach of assessing the situation before escalating or making changes, ensuring the project manager maintains control and explores all feasible alternatives to meet the compliance date.

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Adjust the sprint backlog to deprioritize features dependent on the component

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Escalate the issue immediately to the project sponsor and request additional budget

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Initiate legal proceedings against the vendor for breach of contract

Question 2

A project team is composed of members from diverse cultural backgrounds. The PM notices that some team members are not voicing their opinions in meetings due to cultural norms. What is the BEST approach to foster inclusion?

Accepted Answer

Implement anonymous polling or virtual collaboration tools for input. It addresses the root cause of the issue—cultural norms that discourage direct verbal participation—by providing an alternative, low-pressure channel for input. Anonymous polling and virtual collaboration tools (e.g., real-time chat, shared documents) allow team members to contribute without violating their cultural norms, thereby fostering inclusion without forcing confrontation. This approach aligns with the PMP's emphasis on adapting communication styles and leveraging technology to create a psychologically safe environment.

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Pair team members from similar cultures to encourage participation

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Document the issue and ignore it if it does not affect project outcomes

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Ask each team member directly for their opinion during meetings

Question 3

You are a project manager overseeing a 12-month ERP implementation. During sprint 6 of 20, the product owner informs you that a key stakeholder wants to add a new reporting module that was not in the original scope. The team estimates this would add 3 weeks to the schedule. What should you do FIRST?

Accepted Answer

Submit a change request through the Integrated Change Control process and assess the impact on scope, schedule, and cost. The addition of a new reporting module represents a change to the approved scope baseline. According to the PMBOK Guide, any change to scope must go through the Integrated Change Control (ICC) process, which includes submitting a formal change request, assessing impacts on scope, schedule, cost, and quality, and obtaining approval before implementation. This ensures that all changes are evaluated and controlled, preventing scope creep and maintaining project alignment with business objectives.

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Ask the team to begin work on the module immediately to accommodate the stakeholder

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Inform the stakeholder that no changes can be made once the project has started

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Add the requirement to the product backlog and let the team address it in a future sprint without formal approval

Question 4

During a sprint planning meeting, the product owner proposes a user story that the team believes is too vague and lacks clear acceptance criteria. The product owner insists it must be included in the sprint to meet a stakeholder deadline. What should the scrum master do?

Accepted Answer

Facilitate a discussion to refine the story with the product owner and team, and suggest splitting it. The Scrum Master's primary responsibility is to facilitate collaboration and ensure the team works with clear, actionable items. By facilitating a discussion to refine the story and suggesting splitting it, the Scrum Master helps the team achieve a shared understanding and create acceptance criteria, while still addressing the stakeholder deadline. This approach aligns with the Agile principle of delivering value incrementally and avoids committing to vague work that could lead to rework or failure.

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Accept the story as is to meet the deadline

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Escalate to the project sponsor

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Remove the product owner from the meeting

Question 5

A project team member has been underperforming for several weeks. You have had informal conversations with them, but performance has not improved. What should you do next?

Accepted Answer

Initiate a formal performance improvement plan with clear expectations and milestones. After informal coaching has failed, the project manager must follow a structured performance management process. Initiating a formal Performance Improvement Plan (PIP) with clear expectations, measurable milestones, and a defined timeline aligns with the PMBOK Guide's principles for leading the team and managing performance issues. This approach provides the underperforming team member with a documented opportunity to improve while protecting the project's objectives.

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Ignore the underperformance and hope it resolves on its own

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Immediately replace the team member with a new resource

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Escalate the issue to human resources for termination

Question 6

A project manager is leading a large-scale agile transformation. The organization has a history of failed change initiatives, and there is resistance from middle management. The project sponsor is fully committed but wants to see quick results. What should the project manager do first?

Accepted Answer

Review the lessons learned repository from previous change initiatives.. Reviewing the lessons learned repository is the most proactive first step because it helps the project manager understand past failures and the reasons for resistance, enabling a more informed approach. This aligns with the principle of using organizational process assets to avoid repeating mistakes. Option A may be necessary later, but without understanding past issues, a communication plan could miss the root causes. Option B risks repeating past failures if lessons learned are ignored. Option C could be beneficial but may be ineffective if underlying resistance factors are not first understood.

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Develop a detailed communication plan to address resistance.

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Immediately implement agile practices in a pilot team to demonstrate quick wins.

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Conduct a training session for middle managers on agile principles.

Question 7

Your project is 40% complete, and the earned value analysis shows CPI = 0.85 and SPI = 0.90. The project budget is $500,000. What is the Estimate at Completion (EAC) assuming the current cost performance is expected to continue?

Accepted Answer

$588,235. The Estimate at Completion (EAC) when current cost performance is expected to continue is calculated using the formula EAC = BAC / CPI. Given BAC = $500,000 and CPI = 0.85, EAC = $500,000 / 0.85 = $588,235.29, which rounds to $588,235. This assumes the same cost efficiency (CPI) will persist for the remainder of the project, making option B correct.

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$625,000

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$555,555

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$500,000

Question 8

A project manager is leading a large, distributed team. Several team members have expressed feeling isolated and disconnected from the project's goals. The project manager wants to improve team cohesion and motivation. What should the project manager do first?

Accepted Answer

Create a team charter with agreed-upon communication norms, shared values, and goals. Creating a team charter establishes a foundational agreement on communication norms, shared values, and goals, which directly addresses the root cause of isolation and disconnection in a distributed team. This aligns with the PMP People domain's emphasis on building a cohesive team environment through collaborative rule-setting before implementing tactical solutions.

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Implement daily stand-up meetings to increase communication

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Send a motivational email to the team emphasizing the project's importance

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Organize an in-person team-building event to boost morale

Question 9

Your project is using a hybrid approach with both predictive and agile elements. The team is working on a critical feature that has a high degree of uncertainty. The product owner wants to use a time-boxed sprint to explore the feature. However, the sponsor insists on a detailed upfront plan. What should the project manager do?

Accepted Answer

Facilitate a meeting between the sponsor and product owner to agree on a hybrid approach that includes both planning and exploration. The project manager must facilitate a collaborative resolution between the sponsor and product owner to define a hybrid approach that balances upfront planning with iterative exploration. This aligns with the PMI's principle of stakeholder engagement and adaptive planning, where the team uses a time-boxed sprint (e.g., a 2-week spike) to reduce technical uncertainty while still producing a lightweight roadmap for the sponsor. The hybrid model allows for a high-level plan (e.g., a release plan with milestones) and a detailed backlog for the exploratory sprint, satisfying both parties without sacrificing agility.

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Escalate the disagreement to senior management

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Follow the sponsor's directive and create a detailed plan

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Use a time-boxed sprint without informing the sponsor

Question 10

In a large-scale project using a predictive approach, you discover that a key team member, who is critical for the next deliverable, has been consistently missing deadlines and producing low-quality work. The project is already behind schedule. What should you do FIRST?

Accepted Answer

Schedule a private meeting with the team member to discuss performance issues and offer support. As a project manager, your first responsibility is to address performance issues directly with the team member through a private, supportive conversation. This aligns with the PMI People domain's emphasis on servant leadership and conflict resolution, allowing you to understand root causes (e.g., unclear requirements, personal challenges) before taking corrective action. In a predictive project, reassigning tasks or escalating prematurely can damage trust and team morale, while ignoring the issue risks further schedule slippage.

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Reassign the critical tasks to other team members to keep the project on schedule

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Immediately escalate to the team member's functional manager and request a replacement

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Document the missed deadlines in the performance log and ignore for now