PMP People — Leading Projects Practice Question
A project manager is managing a hybrid project with both fixed-price and agile components. The sponsor asks the project manager to skip the testing phase for the agile portion to save time, assuring that the team is highly skilled and can deliver quality code without testing. What should the project manager do?
⚠ Common exam trap
Test-takers frequently assume a highly skilled team can skip testing, but the PMP exam tests the principle that quality is non-negotiable and must be built into the process, not inspected in later.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Explain the risks of skipping testing and suggest alternatives such as automated testing or risk-based testing
The project manager has a fiduciary duty to protect the project from unnecessary risk. Skipping testing entirely, even with a highly skilled team, violates the principle of 'inspect and adapt' in agile and ignores the statistical certainty of defects in complex code. Suggesting automated testing or risk-based testing provides a pragmatic compromise that reduces time while maintaining quality assurance, aligning with the hybrid project's need for both speed and governance.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Explain the risks of skipping testing and suggest alternatives such as automated testing or risk-based testing
Why this is correct
The project manager's primary responsibility includes advocating for project quality and long-term success. By clearly articulating the potential risks of skipping testing, such as increased defects, rework costs, schedule delays, and reputational damage, the PM educates the sponsor. Proposing efficient alternatives like automated testing, which reduces manual effort and speeds up execution, or risk-based testing, which prioritizes critical functionalities, demonstrates a proactive, solution-oriented approach that balances quality with efficiency concerns. This strategy aligns with the PM's role in managing project risks and ensuring value delivery.
- ✗
Add a buffer in the schedule to compensate for potential rework from skipped testing
Why it's wrong here
Adding a schedule buffer is a reactive measure that merely postpones the inevitable impact of quality issues rather than preventing them. This approach does not address the root cause of potential defects arising from insufficient testing and fails to ensure product quality. While it might superficially appear to mitigate schedule risk, it essentially budgets for failure, potentially increasing overall project costs due to extensive rework and debugging in later stages, without guaranteeing a quality outcome. It avoids the critical discussion about quality assurance.
- ✗
Escalate the issue to the PMO for guidance
Why it's wrong here
Escalating the issue to the Project Management Office (PMO) prematurely bypasses the project manager's direct responsibility to manage stakeholder relationships and resolve issues at the lowest appropriate level. Before involving higher authorities, the PM should first engage in a direct, professional discussion with the sponsor to understand their concerns and present a compelling case for proper testing. Escalation without prior direct communication can strain the relationship with the sponsor and undermine the PM's authority and problem-solving capabilities.
- ✗
Comply with the sponsor's request to save time and maintain a good relationship
Why it's wrong here
Complying with a request that knowingly compromises project quality and increases risk is a breach of the project manager's professional and ethical responsibilities. While maintaining a good relationship is important, it should not come at the expense of project integrity, deliverables, or the organization's long-term interests. Such a decision leads to technical debt, potential product failures, increased warranty costs, and reputational damage, ultimately harming both the project and the relationship in the long run. The PM must prioritize project success and ethical conduct.
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