PMP Practice Questions 2 — 50 Questions

Question 1

In a daily standup, a developer mentions that a task is taking longer than expected due to an unfamiliar technology. The sprint goal may be at risk. As a Scrum Master, what should you do FIRST?

Accepted Answer

Work with the developer and team to find a solution or pair with an expert. The Scrum Master's first responsibility is to facilitate the team in self-organizing to remove impediments. In this scenario, the developer is blocked due to unfamiliar technology; the Scrum Master should coach the team to collaborate, such as through pair programming or knowledge sharing, to keep the sprint goal on track. Option A is incorrect as it undermines the team's self-organization and imposes a command-and-control approach. Option B is premature; descoping should only be considered after the team has attempted to resolve the issue internally and determined it's not feasible. Option D delays the issue unnecessarily; the Scrum Master should address impediments immediately, not defer them to a risk register.

Answer

Assign the task to a more experienced developer

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Escalate to the product owner to descope the task

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Add the issue to the risk register for future sprints

Question 2

Your agile project has seen a consistent drop in velocity over the last three sprints. The team is demotivated and blaming external dependencies. Retrospectives have not yielded actionable improvements. What should the project manager do FIRST?

Accepted Answer

Facilitate a root cause analysis with the team to identify underlying issues and create an action plan.. The first step when facing a consistent drop in velocity and team demotivation is to facilitate a root cause analysis with the team. This aligns with the PMP's focus on servant leadership and empowering the team to identify and solve their own problems, rather than imposing external solutions. The retrospective has failed to produce actionable improvements, so a deeper, facilitated analysis is needed to uncover the true underlying issues, which may include but are not limited to external dependencies.

Answer

Remove the team's external dependencies by negotiating with stakeholders.

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Replace the scrum master with a more experienced one.

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Increase the sprint duration to give the team more time.

Question 3

During a project's execution phase, the sponsor asks you to skip the user acceptance testing (UAT) phase to expedite delivery, stating that the client is eager to use the system. What should you do?

Accepted Answer

Explain the risks of skipping UAT and recommend proceeding with the planned testing.. Skipping UAT poses significant quality and acceptance risks. The PM should communicate the risks to the sponsor and recommend following the quality plan. PMI emphasizes the importance of quality assurance and control processes.

Answer

Skip UAT but add a note in the lessons learned about the decision.

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Compromise by reducing UAT to only critical test cases.

Answer

Agree to skip UAT to meet the sponsor's request and expedite delivery.

Question 4

You are managing a virtual team where members are in different time zones. Some team members feel left out of decision-making because meetings are scheduled at times convenient for the majority. What should you do?

Accepted Answer

Rotate meeting times to accommodate different time zones periodically. Rotating meeting times periodically ensures equitable access to synchronous decision-making for all team members, directly addressing the core issue of inclusion in a virtual team with diverse time zones. This approach aligns with the PMP's emphasis on servant leadership and stakeholder engagement by proactively mitigating the negative impact of time zone differences on team cohesion and participation.

Answer

Schedule all meetings during the time zone of the project manager

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Record meetings and ask those who cannot attend to comment later

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Use asynchronous communication tools for all decisions

Question 5

A project manager is working on a predictive project. A team member identifies a risk that was not previously identified. The risk has a low probability but high impact. What should the PM do FIRST?

Accepted Answer

Add the risk to the risk register and assess its impact. In predictive project management, the first step upon identifying a new risk is to document it in the risk register and perform a qualitative analysis to assess its probability and impact. This ensures the risk is formally captured and prioritized before any further action, such as escalation or response planning, is taken. Option A correctly follows this standard risk management process.

Answer

Escalate the risk to the project sponsor

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Accept the risk because it has low probability

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Implement a contingency plan immediately

Question 6

You are leading a virtual team that includes members from different cultural backgrounds. Several team members have expressed that they feel left out of decision-making because most discussions happen in the project manager's time zone. What is the BEST action to foster inclusion?

Accepted Answer

Implement an asynchronous collaboration tool for decision-making and rotate meeting times.. It directly addresses the core issue of time zone exclusion by using asynchronous collaboration tools (e.g., shared documents, discussion boards) to allow all members to contribute to decisions at their convenience, and rotating meeting times ensures no single time zone is consistently disadvantaged. This approach aligns with the PMP's emphasis on inclusive leadership and adapting communication methods to foster team cohesion in a virtual, multicultural environment.

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Tell the team that decisions will be made by you and communicated via email.

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Schedule all meetings during your own working hours to maximize your availability.

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Hold separate meetings for each time zone and compile the results.

Question 7

Your agile team has been working remotely for the past three months. You notice that sprint velocity has dropped significantly over the last two sprints. Team members seem disengaged during daily stand-ups and collaboration has decreased. What should you do FIRST?

Accepted Answer

Schedule virtual team-building activities and one-on-one check-ins to understand concerns. The first step in addressing a drop in velocity and team disengagement is to understand the root cause through direct communication. As a servant leader, you should schedule virtual team-building activities and one-on-one check-ins to uncover concerns such as burnout, isolation, or unclear expectations, which aligns with the PMI People domain of leading projects. This approach fosters psychological safety and collaboration, which are essential for remote agile teams.

Answer

Implement a new project management tool to track tasks more closely

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Ask the team to work longer hours to make up for lost velocity

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Report the velocity drop to the sponsor and ask for more resources

Question 8

A new team member joins your project and is struggling to understand the technical domain and the team's culture. Their productivity is low, and they seem hesitant to ask questions. As project manager, what is the BEST way to support this team member?

Accepted Answer

Assign a senior team member to mentor and pair with them on tasks. Assigning a senior team member to mentor and pair with the new member directly addresses both the technical domain gap and the cultural hesitancy. Pairing provides real-time, context-rich learning and psychological safety, which is more effective than passive documentation or isolated training for accelerating integration and productivity.

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Provide them with detailed documentation and ask them to read it on their own time

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Extend their deadlines to reduce pressure

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Enroll them in an online training course for the technical domain

Question 9

Your agile team has recently formed and is struggling to agree on work methods and communication norms. Several team members are frustrated with the lack of consistency. What should you do as the project manager?

Accepted Answer

Facilitate a workshop to develop a team charter that defines working agreements and communication norms. The team is in the forming stage and needs explicit guidance to establish shared expectations. Facilitating a workshop to create a team charter directly addresses the root cause—lack of agreed-upon work methods and communication norms—by providing a structured, collaborative process that aligns with agile principles while still leveraging the project manager's leadership to resolve the impasse.

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Let the team work out the issues on their own since they are self-organizing

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Assign a team lead to make decisions on work methods

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Replace the frustrated team members with more collaborative ones

Question 10

You are leading a globally distributed team with members in three time zones. During a virtual sprint retrospective, team members express frustration that decisions are often made without their input, leading to rework. What is the BEST action to improve team empowerment and collaboration?

Accepted Answer

Establish a decision-making framework that includes input from all time zones before finalizing decisions. Establishing a decision-making framework that explicitly includes input from all time zones addresses the root cause of the frustration: lack of inclusion in decisions. This directly improves team empowerment and collaboration by ensuring asynchronous participation, reducing rework caused by decisions made without full team input.

Answer

Introduce a new collaboration tool to facilitate asynchronous communication

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Implement a strict decision-making hierarchy where the project manager makes all final decisions

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Encourage team members to speak up more during meetings

Question 11

During a project's execution phase, you discover that a team member has been delivering work that does not meet the quality standards defined in the quality management plan. What should you do FIRST?

Accepted Answer

Review the quality reports and perform a root cause analysis to prevent recurrence. The first step when quality standards are not met is to analyze the quality reports and perform root cause analysis to identify the underlying cause of the defect. This aligns with the Plan-Do-Check-Act cycle and the principle of continuous improvement, ensuring the issue is corrected and prevented from recurring rather than just fixing the symptom.

Answer

Ask the team member to redo the work without further discussion

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Escalate the issue to the human resources department

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Update the quality management plan to lower the standards

Question 12

Your project team includes members from diverse cultural backgrounds. A team member from a high-context culture is perceived by others as not being direct enough, causing misunderstandings. What should you do to improve team cohesion?

Accepted Answer

Provide diversity and inclusion training to the entire team. Providing diversity and inclusion training addresses the root cause of the misunderstanding—cultural differences in communication styles—by educating the entire team on high-context vs. low-context cultures. This aligns with the PMP's focus on fostering a collaborative team environment through mutual understanding, rather than singling out or forcing change on one individual. It promotes team cohesion by building awareness and respect for diverse communication norms, which is essential for leading projects in a global context.

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Assign a mentor to coach the team member on being more direct

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Ask the team member to adapt their communication style to match the majority

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Send a memo clarifying preferred communication styles

Question 13

You are the project manager for a large infrastructure project to upgrade a legacy network system across 50 remote sites. The project is in its second month, and the team consists of 12 members: 6 network engineers, 3 site coordinators, 2 QA testers, and 1 procurement specialist. The team is co-located at the headquarters except for the site coordinators who are at various locations. Recently, you have noticed that the weekly status meetings are dominated by the network engineers, and the QA testers rarely speak. The site coordinators have missed the last two meetings due to 'scheduling conflicts.' Deliverables from QA are consistently late, and there have been three incidents where network configurations were deployed without QA approval, causing outages at two sites. When you asked the lead network engineer about it, he said, 'QA is too slow; we had to move fast.' The QA lead is frustrated and feels marginalized. The sponsor has expressed concern about the increasing number of outages. The organizational culture is hierarchical, but the project charter gives you authority to manage the team. What should you do first to address this situation?

Accepted Answer

Facilitate a team meeting to revisit the team charter, establish ground rules for decision-making and communication, and reinforce the importance of QA approvals.. The core issue is a breakdown in team processes and collaboration, not a technical problem. As the project manager with authority, your first step should be to facilitate a team meeting to revisit the team charter, establish clear ground rules for decision-making and communication, and reinforce the mandatory QA approval gate. This directly addresses the root cause—the network engineers bypassing QA—by realigning the team on agreed-upon processes and roles, which is a fundamental leadership action in the 'Manage Team' process.

Answer

Hold one-on-one meetings with each team member to understand their perspectives and then make decisions unilaterally.

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Escalate the issue to the sponsor and request authority to replace the lead network engineer.

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Implement a new project schedule with tighter deadlines for QA to encourage faster turnaround.

Question 14

Your project is halfway through its planned 18-month schedule. The sponsor has asked you to skip the final testing phase to meet a regulatory deadline, citing that the team is experienced and testing is unnecessary. What should you do FIRST?

Accepted Answer

Explain the risks of skipping testing and propose alternatives such as reducing test scope while maintaining critical tests. As a project manager, your first responsibility is to assess and communicate the impact of a requested change. Skipping the final testing phase introduces significant quality and compliance risks, especially given the regulatory deadline. By explaining these risks and proposing a reduced but critical test scope, you demonstrate proactive risk management and stakeholder negotiation, which aligns with the PMI's focus on balancing constraints.

Answer

Escalate to the PMO for a decision

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Refuse to skip testing and insist on the original plan

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Agree to skip testing to maintain the deadline, as the sponsor has authority

Question 15

Your project is in the execution phase when a new government regulation is announced that could affect your project's compliance requirements. The regulation is not yet in effect but will be before project completion. What should you do FIRST?

Accepted Answer

Analyze the regulation's impact on the project and initiate a change request if needed. The PMBOK Guide requires that when a new regulation is announced, the project manager must first analyze its impact on the project's compliance requirements. Since the regulation will be in effect before project completion, proactive assessment is needed to determine if a change request is necessary to align the project with future legal obligations. This follows the 'plan-do-check-act' cycle and ensures the project remains compliant without unnecessary disruption.

Answer

Inform the team to assume compliance and adjust their work accordingly

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Stop all project work until the regulation is clarified

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Continue the project as planned since the regulation is not yet in effect

Question 16

Refer to the exhibit. The project's access control policy allows read access only from the internal network (10.0.0.0/8) and denies access if not using an encrypted connection. A developer reports that they can access the repository from a machine with IP 10.0.0.5 using an encrypted connection. However, they cannot access it from a machine with IP 10.0.0.6 using an unencrypted connection. What is the most likely reason?

Accepted Answer

The Deny statement for unencrypted access overrides the Allow statement.. In policy evaluation logic, an explicit Deny always overrides any Allow. The policy includes a Deny statement that blocks access when an unencrypted connection is used. Since unencrypted access from 10.0.0.6 triggers this Deny, it overrides the Allow statement that permits access from the internal network, resulting in denied access.

Answer

The policy requires both network and encrypted connection conditions to be met simultaneously.

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The IP address 10.0.0.5 is not in the allowed range.

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The IP address 10.0.0.6 is not in the allowed range.

Question 17

At the midpoint of your 18-month project, the earned value analysis shows: EV = $450,000, PV = $500,000, AC = $550,000. What should you be most concerned about?

Accepted Answer

The project is both behind schedule and over budget.. With EV = $450,000, PV = $500,000, and AC = $550,000, the schedule variance (SV = EV - PV) is -$50,000, indicating the project is behind schedule, and the cost variance (CV = EV - AC) is -$100,000, indicating it is over budget. Therefore, the project is both behind schedule and over budget, which is the most concerning combination.

Answer

The project is ahead of schedule but over budget.

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The project is on schedule and on budget.

Answer

The project is behind schedule but on budget.

Question 18

Your project team is distributed across four countries, and you notice that communication is breaking down, leading to misunderstandings and rework. The team members are not using the collaboration tools effectively. What should the project manager do FIRST?

Accepted Answer

Create a team charter that outlines communication norms, tool usage, and meeting schedules.. The first step in addressing communication breakdowns is to establish clear expectations and norms. A team charter defines how the team will communicate, which tools to use, and meeting schedules, aligning the distributed team on a shared framework. This proactive approach prevents misunderstandings and rework by setting ground rules before investing in new tools or roles.

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Replace the current collaboration tools with more user-friendly software.

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Assign a communication lead in each location to facilitate information flow.

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Mandate daily video calls for all team members to improve communication.

Question 19

Your team has been working together for three months and has started to gel. However, you notice that the team is not openly sharing differing opinions during meetings, and decisions are being made too quickly without considering alternatives. What stage of team development is the team likely in, and what should you do?

Accepted Answer

The team is in the norming stage; encourage constructive conflict and diverse viewpoints.. The team has been together for three months and is gelling, indicating they have moved past the storming stage into norming. However, the lack of open disagreement and rushed decisions without considering alternatives is a classic sign of groupthink, which is a risk in the norming stage. The correct action is to encourage constructive conflict and diverse viewpoints to prevent premature consensus and ensure robust decision-making.

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The team is in the forming stage; organize team-building activities.

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The team is in the storming stage; facilitate conflict resolution.

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The team is in the performing stage; let them continue as they are.

Question 20

A project manager notices that two junior team members are struggling with a new technology required for the project. They are frustrated and their productivity is low. What should the project manager do?

Accepted Answer

Provide training or pair them with a mentor to build their skills. The project manager's primary responsibility is to remove obstacles and develop the team's competencies. Providing training or pairing the junior members with a mentor directly addresses the root cause—lack of proficiency with the new technology—while fostering a supportive environment that aligns with the PMI's emphasis on servant leadership and team development.

Answer

Inform the sponsor that the project may be delayed due to skill gaps

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Reassign the tasks to more experienced team members

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Reduce the scope of work for those team members