PMP Process — Managing Technical Aspects Practice Test 26 — 15 Questions

Question 1

A project manager is developing the schedule for a new product development project. Which TWO techniques can be used to compress the schedule?

Accepted Answer

Fast tracking. Fast tracking (A) is a schedule compression technique in which activities that would normally be performed sequentially are done in parallel, shortening the overall duration (often at the cost of increased risk and rework). Crashing (D) is the other recognized schedule compression technique, adding resources or working overtime to shorten activity durations, typically increasing cost. Both are explicitly the two techniques PMBOK identifies for compressing a schedule. Monte Carlo analysis (B) is a quantitative risk/schedule simulation technique, not a compression method. The critical chain method (C) is a scheduling approach that adds buffers and manages resource constraints, not a compression technique. Resource leveling (E) adjusts start/finish dates to resolve resource over-allocation and usually lengthens, not shortens, the schedule.

Answer

Monte Carlo analysis

Answer

Critical chain method

Answer

Resource leveling

Question 2

During a project audit, it is discovered that the quality management plan has not been followed, leading to defects. The project manager needs to address this issue. Which THREE actions should the project manager take?

Accepted Answer

Review and update the quality management plan as necessary. The correct actions are B, C, and D. The project manager should first review and update the quality management plan to ensure it addresses current issues (B). Then, implement corrective actions to fix identified defects (C). Finally, conduct quality audits to verify compliance and prevent recurrence (D). Option A (retrain entire team) may be necessary after the plan update but is not one of the three best immediate actions. Option E (blame team) is unprofessional and ineffective.

Answer

Retrain the entire team on quality processes

Answer

Blame the team for not following the plan

Question 3

A project is falling behind schedule, and the project manager wants to get it back on track. Which TWO schedule compression techniques are most appropriate?

Accepted Answer

Crashing. Crashing (D) is correct because it is a schedule compression technique that adds resources to critical path activities to shorten the overall project duration, directly addressing a project that is behind schedule. Fast tracking (E) is also correct because it is a schedule compression technique that overlaps sequential activities, such as performing design and construction in parallel, to reduce the schedule duration. Resource smoothing (A) is incorrect because it only levels resource usage within existing float and does not shorten the project schedule. The critical chain method (B) is incorrect because it is a scheduling technique that manages buffers and resource constraints, not a schedule compression technique. Monte Carlo simulation (C) is incorrect because it is a quantitative risk analysis technique used to model schedule or cost uncertainty, not to compress the schedule.

Answer

Resource smoothing

Answer

Critical chain method

Answer

Monte Carlo simulation

Question 4

You are the project manager for a software development project using a hybrid approach. During a sprint review, the product owner requests a change that would add a new feature to the current release. 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 to assess the impact on scope, schedule, cost, and quality. In a hybrid project management approach, changes that affect scope, schedule, cost, or quality must go through Integrated Change Control (ICC) per PMBOK. Even in an agile/hybrid context, a change adding two sprints of work is a significant scope change that requires formal impact analysis and approval before commitment. Submitting a change request first ensures the product owner, sponsor, and team understand the trade-offs before any work begins.

Answer

Ask the team to start working on the new feature immediately to meet the stakeholder's needs

Answer

Explain that no changes can be made after the sprint review to maintain the schedule

Answer

Add the feature to the backlog and prioritize it for the next release without further analysis

Question 5

Your construction project is halfway through the schedule. Earned value analysis shows EV = $500,000, PV = $600,000, AC = $550,000. The original budget (BAC) is $1,200,000. What is the most appropriate action considering the project's performance?

Accepted Answer

Analyze the root causes of the schedule and cost variances before taking corrective action. The project has EV = $500,000, PV = $600,000, and AC = $550,000. This means it is behind schedule (SV = EV - PV = -$100,000) and over budget (CV = EV - AC = -$50,000). The most appropriate action is to analyze the root causes of these variances before taking corrective action, as prescribed by PMBOK's Monitor and Control Project Work process.

Answer

Celebrate that the project is under budget and slightly behind schedule

Answer

Crash the critical path by adding resources to bring the schedule back on track

Answer

Inform the sponsor that the project will be delayed and request additional budget

Question 6

During a daily standup, a developer mentions she is blocked because two senior engineers are in a heated argument about the technical approach for a critical feature. The disagreement has been ongoing for two days and is affecting the team's velocity. As the Scrum Master, what should you do?

Accepted Answer

Facilitate a meeting between the two engineers to help them reach a consensus, and involve other team members if needed. The Scrum Master serves the team by removing impediments and fostering collaboration, not by making technical decisions or escalating. Facilitating a meeting between the two engineers to reach consensus directly addresses the conflict, encourages self-organization, and leverages the team's collective knowledge. Involving other team members if needed aligns with the Scrum value of openness and can bring additional perspectives to resolve the deadlock. This approach unblocks the developer while respecting the team's ownership of technical decisions.

Answer

Decide on the technical approach yourself and assign tasks accordingly to unblock the team

Answer

Advise the developer to wait until the disagreement is resolved before proceeding

Answer

Escalate the issue to the project sponsor to resolve the technical disagreement

Question 7

Your project is using a predictive approach. A key vendor has informed you that they will be unable to deliver a critical component on time, which could delay the project by three weeks. You have identified this risk in the risk register. What should you do first?

Accepted Answer

Implement the risk response plan that was documented in the risk register. Because the risk was already identified and documented in the risk register, the appropriate first action is to execute the pre-planned risk response. In predictive (waterfall) project management, identified risks have documented response strategies (avoid, transfer, mitigate, accept) with owners and triggers — when the trigger occurs, the response plan is implemented. This is the proactive, planned approach that PMBOK and the PMP exam expect.

Answer

Escalate the issue to the project sponsor immediately without taking any action

Answer

Update the risk register and continue monitoring, as the risk was expected

Answer

Ask the team to find a workaround without consulting the risk register

Question 8

During a sprint retrospective, the team identifies that the daily standups have become too long (45 minutes instead of 15). Several team members feel the standups are unproductive. As the Scrum Master, what should you do?

Accepted Answer

Coach the team to keep standups within the 15-minute timebox and focus on the three key questions. The Scrum Master’s primary responsibility is to coach the team on Scrum practices, including enforcing the 15-minute timebox for daily standups and ensuring they focus on the three key questions (what was done, what will be done, and impediments). This directly addresses the root cause—lack of discipline and focus—rather than bypassing the event or escalating unnecessarily. By coaching, the team learns to self-organize and improve their process, which is a core agile principle.

Answer

Escalate the issue to the project sponsor for guidance

Answer

Mandate that standups be held only twice a week

Answer

Cancel daily standups entirely to save time

Question 9

Your project is 60% complete. The CPI is 1.05 and SPI is 0.92. You have received a change request from the customer that would add scope but also increase the budget. The change request is currently under review. What should you do while the change request is being evaluated?

Accepted Answer

Continue with the current project work as planned until the change is approved. While a change request is under review, the project team should continue executing the approved baseline plan; unapproved changes must not be implemented because they would bypass the Perform Integrated Change Control process. The CPI of 1.05 and SPI of 0.92 indicate the project is under budget but slightly behind schedule, which does not change the rule that only approved changes enter the plan. Continuing as planned preserves the integrity of the baseline until the CCB decides.

Answer

Inform the customer that the change request will likely be rejected due to cost

Answer

Instruct the team to begin work on the change to avoid schedule delays

Answer

Update the project management plan to include the change and inform stakeholders

Question 10

In an agile project, the team's velocity has been declining over the last three sprints. The team is delivering fewer story points each sprint. The product owner is concerned about the release date. What should the Scrum Master do first?

Accepted Answer

Facilitate a retrospective focused on identifying root causes of the declining velocity. The Scrum Master's first responsibility is to facilitate the team's inspection and adaptation process. Declining velocity is a symptom of underlying issues (e.g., technical debt, poor estimation, or process inefficiencies). A retrospective focused on root causes allows the team to identify and address these issues empirically, which is the core agile principle for continuous improvement. Only after understanding the cause can the team and Product Owner make informed decisions about scope or schedule.

Answer

Ask the product owner to descope some features to meet the release date

Answer

Add more story points to the next sprint to compensate for the loss

Answer

Extend the sprint duration to give the team more time

Question 11

You are managing a project with a fixed-price contract. Midway, a new regulation requires additional compliance testing that was not in the original scope. The cost of this testing is significant. The project has no contingency reserve left. What is the best course of action?

Accepted Answer

Submit a change request to the customer to secure additional funding for the required testing. Submitting a change request to the customer to secure additional funding for the required testing is the best course of action because the new regulation introduces a scope change that was not included in the original fixed-price contract. The change request allows for formal evaluation and approval of the additional work and associated costs, ensuring proper contract management and avoiding unilateral actions.

Answer

Proceed with the testing and absorb the cost to ensure compliance, as it is mandatory

Answer

Stop work until the customer agrees to pay for the additional testing

Answer

Ask the team to find ways to reduce costs elsewhere to fund the testing

Question 12

During a project status meeting, a key stakeholder expresses dissatisfaction with the quality of deliverables. The team believes they have met all acceptance criteria. What should the project manager do?

Accepted Answer

Arrange a meeting with the stakeholder to understand their concerns and review the acceptance criteria. When a stakeholder expresses dissatisfaction despite the team believing acceptance criteria are met, the project manager should first understand the stakeholder's concerns and review the acceptance criteria together. This ensures mutual understanding and may reveal a mismatch between expectations and documented criteria. Initiating a formal audit or dismissing the feedback would be premature without clarifying the issue.

Answer

Add the stakeholder's feedback to the lessons learned and move on

Answer

Initiate a formal quality audit to verify compliance with requirements

Answer

Explain that the deliverables meet the agreed criteria and ask the stakeholder to accept them

Question 13

Your project is using a predictive lifecycle. The team has identified a potential risk that could cause a two-week delay. The risk has a probability of 30% and an impact of $50,000. The project has a contingency reserve of $100,000. What is the most appropriate risk response?

Accepted Answer

Add the risk to the risk register, monitor it, and prepare a contingency plan. The most appropriate risk response is to add the risk to the risk register, monitor it, and prepare a contingency plan. This is a form of risk acceptance with a contingency plan, which is suitable for a risk with a 30% probability and $50,000 impact, given that the contingency reserve is sufficient to cover it.

Answer

Transfer the risk to the customer through a contract clause

Answer

Accept the risk and take no further action, since the contingency reserve is sufficient

Answer

Immediately allocate $50,000 from the contingency reserve to mitigate the risk

Question 14

You are the project manager for a software upgrade project. The team is using a hybrid approach with two-week sprints. During sprint planning, the product owner wants to include a user story that the team believes is too large to complete in one sprint. Which TWO actions should you take?

Accepted Answer

Facilitate breaking the story down into smaller, manageable stories for the sprint. Options C and D are correct. In a hybrid approach with sprints, user stories that are too large should be broken down into smaller, manageable pieces to fit within a sprint (C). This aligns with agile principles of decomposition and iterative delivery. Additionally, documenting the product owner's request and managing expectations through the change control process ensures that any changes to scope or priorities are properly managed (D). Option A is incorrect because removing the story from the backlog is premature; it should be refined first. Option B is incorrect because adjusting sprint duration defeats the purpose of time-boxed sprints. Option E is incorrect because forcing the team to commit to an oversized story leads to poor quality and unmet commitments.

Answer

Remove the story from the backlog since it cannot be completed in one sprint

Answer

Accept the story without changes and adjust the sprint duration

Answer

Insist that the team commit to the story to satisfy the product owner

Question 15

Your project is in execution phase. The earned value metrics show: EV = $400,000, PV = $500,000, AC = $450,000, BAC = $1,000,000. Which THREE actions should you take to address the project's performance?

Accepted Answer

Re-estimate the estimate at completion (EAC) based on current performance. The project is behind schedule (EV < PV) and over budget (EV < AC). The correct actions are to re-estimate the EAC to reflect current performance (A), analyze root causes of variances (B), and identify and implement corrective actions (D). Crashing the critical path (C) is a potential schedule recovery technique but should not be done without first analyzing the causes; it may increase costs. Escalating to sponsor (E) is premature without attempting corrective actions first.

Answer

Immediately crash the critical path to recover schedule

Answer

Escalate the performance issues to the sponsor with a request for additional budget