PMP Practice Test 41 — 15 Questions

Question 1

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?

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

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.

Answer

Develop a detailed communication plan to address resistance.

Answer

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

Answer

Conduct a training session for middle managers on agile principles.

Question 2

Your organization is implementing a new project portfolio management (PPM) system. The PMO director wants to ensure that projects are aligned with strategic objectives. Which THREE techniques would be most effective for achieving strategic alignment?

Accepted Answer

Score and prioritize projects based on strategic value. Strategic alignment is achieved by evaluating projects against strategic criteria, scoring and prioritizing them, and regularly reviewing the portfolio. These three actions ensure ongoing alignment.

Answer

Require all projects to use the same project management methodology

Answer

Assign the most experienced project managers to all projects

Question 3

During a project kickoff, the project manager discovers that the project's business case has not been updated to reflect a recent change in organizational strategy. What should the PM do?

Accepted Answer

Request a meeting with the sponsor to review and update the business case. The business case must align with organizational strategy; the PM should collaborate with the sponsor to review and update the business case to reflect the strategy change. Option A is incorrect because the PM should not unilaterally direct the team without sponsor approval. Option B is incorrect because proceeding with an outdated business case risks misalignment. Option D is premature without first discussing with the sponsor.

Answer

Inform the team of the strategy change and ask them to adjust the project scope

Answer

Proceed with the existing business case since the project was already approved

Answer

Halt the project until the business case is approved again

Question 4

You are the project manager for a hybrid software development project. During a sprint review, a key stakeholder requests a new feature that was not in the original scope. The product owner believes it adds significant value. The team estimates it will take two additional sprints. What should you do first?

Accepted Answer

Submit a change request through the Integrated Change Control process. According to PMI, any change to scope must go through the formal change control process. The project manager should first submit a change request to assess impact on schedule, cost, and resources before any decision is made.

Answer

Add the feature to the product backlog and let the team work on it in a future sprint without formal approval

Answer

Ask the team to start working on the feature immediately to satisfy the stakeholder

Answer

Inform the stakeholder that no changes are allowed after the project has started

Question 5

During project execution, a key stakeholder requests that the project manager bypass the formal change control process to expedite a change. The stakeholder argues that the change is minor and will not affect the budget or schedule. What should the project manager do?

Accepted Answer

Explain that all changes must follow the change control process and proceed accordingly. Per PMI standards, all changes, regardless of perceived impact, must go through the formal change control process to ensure proper evaluation, approval, and documentation. Bypassing the process, even for minor changes, undermines project governance and can lead to scope creep, undocumented changes, and stakeholder misalignment. Option A is incorrect because agreeing to bypass the process violates change control procedures. Option B is incorrect because escalation to the sponsor is not an appropriate alternative; the issue is about following the process, not about authority. Option C is incorrect because implementing first and documenting later still bypasses the process and may cause undocumented changes.

Answer

Agree to bypass the process since the change is minor

Answer

Escalate the request to the project sponsor for approval

Answer

Implement the change and document it later

Question 6

Which THREE of the following are key considerations when evaluating the strategic value of a proposed project during portfolio selection? (Choose three.)

Accepted Answer

Strategic alignment. Strategic alignment (A) is a key consideration because it ensures the proposed project directly supports the organization's overarching goals and competitive strategy, which is the primary filter in portfolio selection. Without alignment, even a profitable project can divert resources from more critical strategic initiatives, leading to suboptimal portfolio value.

Answer

Organizational culture

Answer

Resource availability

Question 7

Your project team consists of members from different cultural backgrounds, and you notice that some team members are not voicing their opinions during meetings, while others dominate discussions. What is the BEST way to foster an inclusive environment?

Accepted Answer

Create a team charter that includes meeting norms encouraging respectful and balanced participation. Creating a team charter with agreed-upon meeting norms proactively establishes a framework for respectful and balanced participation, addressing cultural differences without singling out individuals. This aligns with the PMBOK Guide's emphasis on team charter development as a tool to define ground rules and foster a collaborative, inclusive environment from the start.

Answer

Send meeting agendas in advance and collect written feedback

Answer

Assign speaking turns to ensure everyone participates equally

Answer

Ask dominant members to speak less during meetings

Question 8

Your agile team has a low-performing member who is struggling with the technology stack. The rest of the team is becoming frustrated because they have to cover for them. What is the BEST approach to handle this situation?

Accepted Answer

Provide additional training and pair the member with a senior developer for knowledge transfer. It addresses the root cause of the low performance—lack of proficiency with the technology stack—through targeted training and pairing with a senior developer. This approach aligns with the PMI Agile principles of servant leadership, team development, and collective ownership, as it invests in the team member's growth while maintaining team cohesion and productivity.

Answer

Remove the low-performing member from the team to avoid further disruption

Answer

Ask the team to continue covering for the member until they improve

Answer

Reduce the member's workload to only simple tasks

Question 9

Two senior developers on your Scrum team have a disagreement about the technical approach for a user story. The disagreement is causing delays in sprint execution. As the Scrum Master, what should you do FIRST?

Accepted Answer

Facilitate a meeting between the developers to discuss and resolve the issue. The Scrum Master should facilitate a discussion to help the developers resolve the conflict constructively and reach a consensus.

Answer

Escalate the issue to the product owner

Answer

Remove both developers from the story and assign it to someone else

Answer

Decide on the approach yourself to end the conflict quickly

Question 10

Order the steps for performing project quality assurance.

Accepted Answer

Identify quality standards, then plan quality management, then perform quality audits, then implement process improvements, then document lessons learned. Quality assurance: identify standards, plan, audit, improve, and document lessons.

Answer

Plan quality management, then identify quality standards, then perform quality audits, then implement process improvements, then document lessons learned

Answer

Identify quality standards, then plan quality management, then implement process improvements, then perform quality audits, then document lessons learned

Answer

Identify quality standards, then plan quality management, then perform quality audits, then document lessons learned, then implement process improvements

Question 11

You are the project manager for a large IT infrastructure upgrade. An executive stakeholder has been bypassing you and directly assigning tasks to team members. This has caused confusion and rework. What should you do FIRST?

Accepted Answer

Schedule a meeting with the executive stakeholder to discuss the impact of bypassing the PM and reinforce the communication plan. The first step in resolving unauthorized task assignments is to directly address the executive stakeholder, clarify the negative impact on the project (e.g., rework, resource contention), and reinforce the approved communication plan. This aligns with the PMI principle of managing stakeholder expectations through proactive communication, not escalation or confrontation.

Answer

Update the stakeholder engagement plan and communicate the escalation path

Answer

Instruct the team members to ignore any requests from the executive

Answer

Escalate the issue to the project sponsor and request intervention

Question 12

During project closure, the project manager is conducting lessons learned. The team identifies that poor communication with a remote team caused rework. Which THREE actions should the project manager take to ensure continuous improvement?

Accepted Answer

Update the organizational process assets with the lessons learned. Updating organizational process assets (OPA) with lessons learned ensures that the knowledge gained from this project is formally captured and available for future projects, which is a key requirement for continuous improvement in project management. This aligns with the PMBOK Guide's emphasis on transferring lessons learned to the OPA to benefit the organization's project management processes. The other correct options (C and D) also support continuous improvement by documenting the lessons in the register and recommending improvements to the communications management plan for future projects.

Answer

Update the current project's communications management plan to prevent further issues

Answer

Facilitate a conflict resolution session between the remote and local teams

Question 13

Your agile team is struggling with consistently low velocity. The team is demotivated. Which THREE actions should the project manager take to address this?

Accepted Answer

Facilitate a retrospective to identify root causes of low velocity. Facilitating a retrospective directly addresses the root cause of low velocity by enabling the team to collaboratively identify and analyze underlying issues, such as process inefficiencies or technical debt, which is a core agile practice for continuous improvement. This action empowers the team to own their solutions, which can also help restore motivation by giving them agency over their workflow.

Answer

Replace underperforming team members with new resources

Answer

Reduce the sprint backlog to match current velocity without analysis

Question 14

During a project to develop a new mobile app, a key team member has been consistently underperforming, missing deadlines, and delivering low-quality work. The team is becoming demotivated. You have had informal conversations with the team member, but performance has not improved. What should you do NEXT?

Accepted Answer

Initiate a formal performance improvement plan with clear expectations and consequences. After informal coaching has failed, the next step in progressive discipline is to initiate a formal Performance Improvement Plan (PIP) with clear expectations, measurable goals, and defined consequences. This aligns with the PMBOK Guide's emphasis on addressing performance issues systematically before considering escalation or removal, ensuring fairness and documentation.

Answer

Ignore the issue and hope performance improves naturally

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Escalate to the functional manager to request a replacement

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Remove the team member from the project immediately to protect team morale

Question 15

Your agile team has been working together for three months, and you notice that sprint velocity has been steadily declining. During the retrospective, team members mention they feel overworked and unclear about priorities. What is the BEST action to take?

Accepted Answer

Facilitate a discussion with the product owner and team to reprioritize the backlog and reduce workload. It directly addresses the root causes of declining velocity: unclear priorities and overwork. By facilitating a discussion between the team and the product owner, you enable collaborative backlog reprioritization and workload adjustment, which aligns with the agile principle of sustainable pace and the servant leadership role of the project manager. This action empowers the team to focus on the highest-value work while reducing burnout, which is the most effective way to restore velocity.

Answer

Add more team members to the next sprint to increase capacity

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Ask the team to work overtime for the next two sprints to catch up

Answer

Implement a daily stand-up meeting to track progress more closely