PMP Practice Exam 55 — 20 Questions

Question 1

You manage a global project team with members in three different time zones. Several team members have expressed feeling isolated and disconnected from the project. Communication has become sporadic. What is the BEST way to address this?

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

Accepted Answer

Schedule regular video conferences and virtual team-building activities. It directly addresses the root cause of isolation and sporadic communication by fostering synchronous interaction and team cohesion. Regular video conferences enable real-time collaboration and non-verbal cues, while virtual team-building activities strengthen interpersonal relationships, which are critical for distributed teams. This aligns with the PMBOK Guide's emphasis on using communication methods that promote engagement and trust in virtual environments.

Answer

Send a weekly email newsletter with project updates

Answer

Assign a local team lead in each time zone

Answer

Require all team members to work the same hours

Question 2

In a Scrum team, the product owner frequently changes priorities within a sprint, causing the team to abandon work mid-task. The team is becoming demotivated. What should the scrum master do?

Accepted Answer

Coach the product owner on the impact of changing priorities mid-sprint and reinforce the sprint backlog agreement. The Scrum Master's primary role is to coach the Product Owner and the team on Scrum principles, including the importance of a stable Sprint Backlog. Changing priorities mid-sprint violates the Sprint Goal and undermines team focus, leading to demotivation. By reinforcing the Sprint Backlog agreement, the Scrum Master protects the team from disruption while respecting the Product Owner's authority outside the sprint.

Answer

Escalate the issue to the project sponsor to overrule the product owner

Answer

Shorten the sprint length to two or three days to accommodate frequent changes

Answer

Accept the changes as the product owner has authority over priorities

Question 3

A team member consistently misses deadlines, causing delays in dependent tasks. During a one-on-one meeting, the team member admits to feeling overwhelmed and unsure how to prioritize work. What should the project manager do FIRST?

Accepted Answer

Provide coaching and training on time management and prioritization techniques. When a team member is overwhelmed and unsure how to prioritize, the root cause is a skill/ability gap, not willful non-performance. PMP's resource management approach (per PMBOK Guide's 'Develop Team' process) directs the PM to first address the underlying cause through coaching, mentoring, or training before escalating or replacing. This is a supportive, servant-leadership response that preserves the team and addresses the actual problem.

Answer

Reassign the team member's tasks to other team members to avoid further delays

Answer

Inform the project sponsor that a team member is underperforming and may need to be replaced

Answer

Formally document the issue in the team member's performance record

Question 4

In a Scrum project, the development team is consistently missing sprint commitments. The daily standup reveals that they are blocked by unclear acceptance criteria. What should the scrum master do?

Accepted Answer

Coach the product owner on writing clear acceptance criteria and ensure stories are refined before sprint planning. The Scrum Master's primary responsibility is to ensure the Scrum framework is followed and to coach the team and Product Owner in effective practices. Unclear acceptance criteria are a symptom of insufficient backlog refinement, which the Product Owner owns. By coaching the Product Owner on writing clear acceptance criteria and ensuring stories are refined before sprint planning, the Scrum Master addresses the root cause of the blockers, enabling the team to deliver committed work consistently.

Answer

Reduce the team's velocity for the next sprint to match their actual performance

Answer

Increase the sprint length to give the team more time to complete work

Answer

Remove the blockers during the standup by clarifying the acceptance criteria yourself

Question 5

Your construction project is 60% complete. Due to a material shortage, the critical path extended by 10 days. You have float on some non-critical tasks. The sponsor is concerned about the project finishing on time. What should you do FIRST?

Accepted Answer

Analyze the schedule for opportunities to crash or fast-track the remaining activities. The project is 60% complete and the critical path has extended by 10 days, threatening the schedule. The first step in schedule control is to analyze the schedule to identify options for compression, such as crashing or fast-tracking, before taking action or communicating a delay. This aligns with PMP's emphasis on proactive analysis and informed decision-making. Option C is correct because it involves evaluating the schedule for recovery opportunities, which is the logical first step before committing to a specific response.

Answer

Increase the budget to procure materials faster

Answer

Immediately notify the sponsor that the project will be delayed

Answer

Fast-track the remaining critical path activities

Question 6

A project manager is leading a team in a country with a high power distance culture. The team members are reluctant to speak up in meetings or challenge the project manager's ideas. How should the project manager foster an inclusive environment?

Accepted Answer

Use anonymous surveys and one-on-one meetings to gather input and encourage participation. In high power distance cultures, direct confrontation or open disagreement with authority figures is often seen as disrespectful. Using anonymous surveys and one-on-one meetings allows the project manager to gather honest input without putting team members in a culturally uncomfortable position, thereby fostering an inclusive environment while respecting cultural norms.

Answer

Tell the team that they must speak up and share their opinions openly

Answer

Appoint a team representative who will speak on behalf of the group

Answer

Ignore the behavior because it is culturally appropriate

Question 7

In an agile project, the sprint velocity has been dropping for three consecutive sprints. The team is demotivated and blaming each other during retrospectives. What should you do as the project manager?

Accepted Answer

Facilitate a root cause analysis session to identify impediments and collaboratively find solutions. The root cause analysis session directly addresses the team's demotivation and blame culture by shifting focus to systemic impediments rather than individual performance. In agile, velocity drops often stem from process issues, technical debt, or external blockers—not lack of effort. Facilitating a collaborative session aligns with the PMI's emphasis on servant leadership and removing impediments to restore team morale and productivity.

Answer

Set higher performance targets to push the team to improve

Answer

Reduce the sprint workload to boost velocity

Answer

Replace underperforming team members

Question 8

During project execution, a team member reports that a critical path activity is delayed by two days because a required component failed quality inspection. The project has no schedule contingency. What is the BEST course of action for the project manager?

Accepted Answer

Evaluate schedule compression techniques such as crashing or fast tracking to recover the two days. Delaying a critical path activity threatens the project end date. The project manager should first evaluate schedule compression techniques like crashing (adding resources) or fast tracking (performing activities in parallel) to recover the two-day delay without automatically changing scope, baseline, or escalating. Option A (reduce scope) requires a change request and may not be necessary if compression works. Option B (update baseline) is premature; baseline changes should only occur after recovery options are exhausted. Option C (escalate to sponsor and request budget) is an overreaction; escalating for budget before trying compression is not best practice.

Answer

Reduce the scope of the next deliverable to compensate for the lost time

Answer

Update the schedule baseline to reflect the delay and inform stakeholders

Answer

Escalate the issue to the sponsor and request additional budget for overtime

Question 9

A project manager is using a servant leadership approach. During a sprint, the team is struggling to complete their tasks due to unclear requirements. What should the project manager do?

Accepted Answer

Work with the product owner to clarify the requirements and provide the team with the necessary information. A servant leader removes impediments for the team. By working with the product owner to clarify the requirements, the project manager directly addresses the root cause of the team's struggle—unclear requirements—without taking over the work or delaying resolution. This aligns with the agile principle of empowering the team while ensuring they have the necessary information to complete their tasks.

Answer

Take over the task of clarifying requirements and update the user stories yourself

Answer

Coach the team to ask better questions during sprint planning

Answer

Wait until the sprint retrospective to discuss the issue

Question 10

You are managing a project that is currently in the execution phase. The project has a cost baseline of $500,000. At the end of month 3, the planned value (PV) is $150,000, the actual cost is $150,000 and the earned value is $120,000. The project manager calculates the cost variance (CV) and schedule variance (SV). What do the results indicate?

Accepted Answer

The project is over budget and behind schedule.. CV = EV − AC = $120,000 − $150,000 = −$30,000 (negative means over budget). SV = EV − PV = $120,000 − $150,000 = −$30,000 (negative means behind schedule). Both variances are negative, so the project is over budget and behind schedule.

Answer

The project is over budget and ahead of schedule.

Answer

The project is under budget and ahead of schedule.

Answer

The project is under budget and behind schedule.

Question 11

You are a project manager for a marketing campaign. The project sponsor asks you to provide a high-level report on the project's schedule performance. Which earned value metric should you use to show schedule efficiency?

Accepted Answer

Schedule Performance Index (SPI). The Schedule Performance Index (SPI) is the earned value metric that measures schedule efficiency by comparing earned value to planned value. It directly indicates whether the project is ahead, on, or behind schedule. The other metrics are cost-focused and do not address the sponsor's request for schedule performance.

Answer

Cost Performance Index (CPI)

Answer

Estimate at Completion (EAC)

Answer

To-Complete Performance Index (TCPI)

Question 12

A project manager is leading a project to implement a new customer relationship management (CRM) platform. The project charter states that the primary benefit is a 20% increase in sales within one year of launch. After the project is completed and the system is operational, the project manager is asked to participate in a post-implementation review. The project manager learns that although the system is functioning as designed, the sales increase has not yet been realized. What should the project manager do FIRST?

Accepted Answer

Review the benefits realization plan and verify whether the measurement period and metrics are being applied correctly.. The benefits realization plan outlines how benefits are measured, when they are expected, and who is responsible. Since the system is operational but benefits are not yet seen, the project manager should first verify that the measurement is correct and that the expected timeframe has been considered. This ensures that any subsequent actions are based on accurate information and aligned with the plan.

Answer

Escalate to the project sponsor that the project has failed to deliver the expected benefits.

Answer

Recommend that the project be closed and the remaining budget be reallocated to other initiatives.

Answer

Update the business case to reflect the actual benefits achieved so far.

Question 13

A project manager is leading a project to develop a new electric vehicle for a company whose strategic goal is to become the market leader in sustainable transportation. During a review, the project manager discovers that a key supplier will be unable to meet the required battery specifications, which could delay the project by six months. The project manager must decide how to handle this issue while ensuring alignment with the strategic goal. What should the project manager do first?

Accepted Answer

Conduct a cost-benefit analysis to evaluate alternative suppliers and their impact on the project's strategic benefits.. The project manager should first conduct a cost-benefit analysis to assess alternative suppliers. This approach ensures that the decision is based on data and aligns with the strategic goal of sustainable transportation. By evaluating options, the project manager can determine the best course of action to minimize delays and maximize value. Escalating or waiting passively does not address the root issue or ensure strategic alignment.

Answer

Ask the supplier to provide a detailed root cause analysis and wait for their corrective action plan.

Answer

Update the risk register with the supplier issue and continue with the current plan to avoid disruption.

Answer

Escalate the issue to the project sponsor and request additional funding to find an alternative supplier.

Question 14

You are leading a hybrid project with a co-located team of 12. During a retrospective, several team members express that they feel overwhelmed by the number of decisions being made without their input, leading to reduced motivation. The project sponsor expects you to maintain rapid decision-making to meet a tight deadline. What should you do to balance team engagement and decision efficiency?

Accepted Answer

Implement a decision-making framework that clarifies which decisions are centralized and which are delegated, and involve the team in setting criteria for delegated decisions.. The best solution is to implement a decision-making framework that clarifies centralized versus delegated decisions and involves the team in setting criteria. This maintains speed for critical decisions while giving the team ownership over appropriate areas, enhancing motivation. It reflects PMP best practices in team leadership, such as using situational leadership and clarifying roles through tools like RACI charts.

Answer

Continue making decisions unilaterally to meet the deadline, and reassure the team that their input will be considered in future phases.

Answer

Delegate all decision-making to the team to increase their sense of ownership, even if it risks delays.

Answer

Hold a team vote on every decision to ensure everyone has a say, regardless of the impact on schedule.

Question 15

You are leading a software development project using an agile approach. The team is using a Kanban board to manage workflow. During a retrospective, the team identifies that work items are piling up in the 'Code Review' column, causing delays. The team decides to implement a pull system with a work-in-progress (WIP) limit of 3 for the 'Code Review' column. After two sprints, you notice that the 'Code Review' column still frequently exceeds the WIP limit, and developers are bypassing the limit to keep working. What is the MOST likely reason for this behavior?

Accepted Answer

The team lacks a clear definition of workflow and does not understand the purpose of WIP limits.. The most likely reason for bypassing WIP limits is that the team does not understand their purpose or lacks a clear definition of the workflow. In agile, WIP limits are a tool for improving flow and exposing bottlenecks. The project manager should facilitate a conversation to reinforce the rationale and ensure the team owns the process. Enforcement by the project manager is not the answer.

Answer

The 'Code Review' column is a bottleneck, and the team needs to add more reviewers.

Answer

The WIP limit is too low, causing developers to feel constrained and ignore it.

Answer

The project manager is not enforcing the WIP limit strictly enough.

Question 16

You are managing a data center migration project using a predictive approach. The project is in the execution phase. A key supplier has just informed you that a critical network switch will be delayed by three weeks due to a global chip shortage. This switch is on the critical path. You have already identified this risk in your risk register with a response strategy of 'mitigate' by pre-ordering a backup switch from a secondary supplier. However, the backup switch is not compatible with the current rack configuration. What should you do FIRST?

Accepted Answer

Update the risk register with the new information and reassess the risk's probability and impact.. The risk has materialized, and the planned mitigation is no longer effective. The project manager must first update the risk register to reflect the new information, then reassess the risk and determine an appropriate response. This aligns with the Monitor Risks process and ensures that any changes are properly evaluated and approved. Escalating or implementing a flawed plan without analysis is premature.

Answer

Immediately escalate the issue to the project sponsor and request additional funding to expedite the original switch.

Answer

Fast-track the migration by overlapping tasks that do not depend on the switch, and continue with the original schedule.

Answer

Implement the contingency plan of using the backup switch despite the incompatibility and proceed with the migration.

Question 17

You are managing a project to develop a new mobile application. During the quality control process, you identify several defects. You want to determine the root causes of these defects to prevent recurrence. Which two tools or techniques should you use? (Choose two.)

Accepted Answer

Cause-and-effect diagram. The cause-and-effect diagram and the 5 Whys are both root cause analysis techniques. The cause-and-effect diagram helps categorize potential causes, while the 5 Whys drills down to the underlying reason. Together, they effectively identify why defects are occurring, enabling the project team to implement corrective actions and prevent recurrence.

Answer

Scatter diagram

Answer

Pareto chart

Answer

Control chart

Question 18

You are leading a project team that has been working together for several months. Recently, you have noticed that team members are becoming complacent, and innovation has stalled. You want to reinvigorate the team and foster a culture of continuous improvement. Which two actions should you take? (Choose two.)

Accepted Answer

Recognize and reward team members who propose innovative ideas.. To reinvigorate a complacent team and foster continuous improvement, the project manager should recognize and reward innovation and encourage experimentation and learning from failures. These actions create a culture that values creativity and growth, directly addressing the lack of innovation. The other options focus on control and monitoring, which can stifle innovation and reduce motivation.

Answer

Implement a strict change control process to minimize disruptions.

Answer

Increase the frequency of status meetings to monitor progress more closely.

Answer

Assign more detailed tasks to ensure everyone is fully utilized.

Question 19

You are leading a cross-functional project team. Two team members, Alex and Jamie, have a disagreement over the technical approach for a critical deliverable. The conflict has escalated, and other team members are taking sides, affecting team cohesion. As the project manager, you decide to use a collaborative conflict resolution technique. What is the primary benefit of this approach?

Accepted Answer

It leads to a win-win solution and strengthens team relationships.. Collaboration is a conflict resolution technique that seeks a win-win outcome by addressing the concerns of all parties. It fosters open communication, builds trust, and strengthens relationships, which are critical for team performance. The other techniques, such as forcing, smoothing, or avoiding, may provide temporary relief but do not achieve the same level of mutual commitment.

Answer

It ensures that the project manager's authority is respected.

Answer

It allows the project manager to make a quick decision and move forward.

Answer

It avoids the conflict temporarily so the team can focus on work.

Question 20

You are managing a software development project using a predictive approach. The project has a total budget of $500,000 and is expected to last 12 months. After 6 months, you have completed 40% of the work, and the actual cost incurred is $220,000. What is the Cost Performance Index (CPI) and what does it indicate about the project's cost efficiency?

Accepted Answer

CPI = 0.91, indicating the project is over budget.. The Cost Performance Index (CPI) measures cost efficiency by comparing earned value to actual cost. With EV = $200,000 and AC = $220,000, CPI = 0.91, which is below 1, indicating the project is over budget. This metric helps the project manager assess whether the project is delivering value for the money spent and take corrective action if needed.

Answer

CPI = 0.83, indicating the project is over budget.

Answer

CPI = 1.10, indicating the project is under budget.

Answer

CPI = 1.25, indicating the project is under budget.