PMI – PMP Prep Questions

Multiple Choice Questions

1. A customer is considering appending new features to the project deliverable.

Before a project team member begins working on these new features, which is a
mandatory step?
a. Gain approval from the Project Manager.
b. Gain approval from the project sponsor.
c. Ensure the change control board (CCB) approves.
d. Ensure key subject matter experts (SMEs) approve.

2. A project is at the planning stage of the project. The Project Manager realizes that
producing a complicated multi-functional application is not feasible with the
current resources and decides to hire more resources to produce the application.
The Project Manager identifies and contracts short-term resources. Which of the
following risk response strategy represent this scenario?
a. Mitigate
b. Transfer
c. Accept
d. Avoid

3. A Project Manager has performed the following steps:

I. Finished a major IT deployment project.
II. Confirmed with the release manager that all systems are working.
III. Confirmed that functionality has been verified by the quality assurance
team.
IV. Informed the customer.
Which of the following is the next step the Project Manager should take?
a. Update the risk register, stakeholders, and team members.
b. Add the lessons learned to the organization knowledge base.
c. Ensure that the procurement plan is closed out.
 d. Review, verify, and complete the release documentation.

4. After realizing that a lack of resources on a project with an increasingly high

workload, management outsources some significant tasks to keep the project on
schedule. What should the Project Manager do in this situation?
a. Revise the procurement management plan.
b. Review the communications management plan.
c. Escalate to the project sponsor.
d. Prepare an organizational chart.

5. A project has the following need:

I. Nine hundred resource hours must be outsourced.
II. Because of internal policies, all providers must be provided with the same
information about the requirements.
Which of the following action should the Project Manager take to ensure this?
a. Hold direct negotiations with each provider.
b. Ensure the procurement management plan is sent to each provider.
c. Conduct a bidder conference with the providers.
d. Have each of the providers added to the stakeholder register.

6. A company has a goal of increasing customer satisfaction within four months. A

project is initiated to meet this goal. The Project Manager needs to identify best
practices. Which of the following, the Project Manager should utilize to achieve
this?
a. Benchmarking
b. Interviews
c. Facilitation
d. Affinity diagram
7. When a customer identifies performance issues with this product, a new product
is released. The Project Manager realizes that cost of quality (COQ) should have
been used to estimate this cost. Which of the following category of COQ should
the Project Manager have used?
a. External failure costs
b. Prevention costs
c. Appraisal costs
d. Cost-benefit analysis

8. The Project Manager is conducting a risk analysis based on a high-level scope and
using expert judgement to prepare a document. What is the Project Manager
doing, based on the description of the activity?
a. Creating the project management plan.
b. Preparing a project scope statement.
c. Preparing a risk management plan.
d. Creating a project charter.

9. A Project Manager realizes that stakeholder interests will conflict on a project and
decides to utilize a stakeholder engagement assessment matrix. The matrix
pinpoints an influential stakeholder who is contrary to the project. The Project
Manager requires to align this stakeholder's expectations. What should the
Project Manager do to achieve this goal?
a. Convey the stakeholder engagement plan.
b. Produce a stakeholder engagement plan.
c. Gain consensus on project objectives by meeting with all stakeholders.
d. Ensure that the stakeholder register is complete and updated.

10. A medium-sized company is developing into a new market. However, the

company does not have prior experience in that market. A Project Manager needs
 to collect requirements. Which of the following two tools or techniques should
the Project Manager apply?
I. Product analysis.
II. Create requirements traceability matrix.
III. Prototypes.
IV. Expert judgment.
a. I and II only
b. III and IV only
c. I, II, and III only
d. I, II, III, and IV

11. A Project Manager has local and virtual team members for a project. To manage
scheduling priority conflicts among team members, the project manager
schedules a video conference call. Which statement is correct regarding this
scenario?
a. It demonstrates the Smooth/Accommodate conflict resolution technique.
b. It demonstrates the Force/Direct conflict resolution technique.
c. It is an example of the Collaborate/Problem Solve conflict resolution
technique.
d. It is an example of the Compromise/Reconcile conflict resolution technique.
12. What should the Project Manager do to gain a stakeholder's approval if the
stakeholder believes a project's deliverables were not accomplished?
a. Review the project charter thoroughly with this stakeholder on a
conference call.
b. Ensure that the stakeholder understands the quality management plan.
c. Perform a risk analysis after obtaining the stakeholder's new requirements.
d. Review the project scope while analyzing the stakeholder's needs and
expectations.

13. A client's employee asks the Project Manager for an additional, new product
feature during a status meeting. Which document should the Project Manager
first refer to find out who has the power to approve this request?
a. Change log
b. Change management plan
c. Responsible, accountable, consult, and inform (RACI) matrix
d. Change request document

14. Review the following steps.

I. A project has been successfully delivered.
II. The project manager is executing formal closure.
III. ______________________________________.
Which of the following is the Step 3?
a. The Project Manager should obtain stakeholder acceptance.
b. The Project Manager should update the bid documents.
c. The Project Manager should reassign the project team.
d. The Project Manager should reallocate the unused funds.

15. Review the following project characteristics:

I. The project is in initiation.
II. Due to lack of funding, the project gets terminated.
 III. The Project Manager must close the project.
Which of the following is the first action the Project Manager should take?
a. Determine the potential impact of terminating the project by performing a
risk analysis.
b. Rely on the communications management plan to properly inform all
stakeholders.
c. Examine the organization's project closure guidelines.
d. Close all project procurement processes.

16. A Project Manager is attending a periodic review with stakeholders.

The project sponsor asks the project manager how deliverables will be verified for
accuracy and accepted. In which project document is this information found?
a. Quality management plan.
b. Scope management plan.
c. Work performance reports.
d. Requirements management plan.

17. A project is being planned in a remote area with limited access to vehicles and
equipment. A Project Manager suggests that the company deliver all heavy
equipment themselves despite the significant expense. The Project Manager will
take full accountability for this activity. Which of the following type of risk
response is the Project Manager demonstrating?
a. Transfer
b. Mitigate
c. Accept
d. Avoid
18. A client brings a Project Manager into a project during the execution stage of the
project. The Project Manager reviews the project scope for cost estimating
purposes and notices that some deliverables were missed in the work breakdown
structure (WBS). Which of the following step should the manager take next?
a. Verify with the stakeholders to see if these missed deliverables should be
added.
b. Determine whether these deliverables are necessary by verifying with
experts in the field.
c. Ask that the project management office (PMO) approve additional funds for
this work.
d. Include the work in the WBS, per the 100% rule, and recalculate the total
project cost.

19. A Project Manager is working with three key stakeholders. Every stakeholder has
a different vision of the project and its goal. They all feel strongly about their
opinion. The Project Manager requires to get approval of the project charter.
What should the Project Manager do?
a. Use facilitation and conflict management to ensure the three stakeholders
are in agreement.
b. Conduct a stakeholder analysis.
c. Request that the project sponsor resolve the conflict.
d. Use the project kick-off meeting to settle the project goals.
20. Review the following project characteristics:
I. A sponsor approves a project.
II. The Project Manager asks chosen team members, key stakeholders, and
the sponsor to a meeting.
III. The primary goal of the meeting is to create a document that will guide the
team in defining the main project deliverables.
Which of the following will be the final output of this meeting?
a. Work breakdown structure (WBS) dictionary
b. Scope management plan
c. Milestone list
d. Requirements management plan

21. A project team collected sensitive client data early on in the project to help in
developing the project management plan. The team is now working on
deliverables for the project. The compliance manager proposes an issue of project
non-compliance. Which of the following is the first document the Project
Manager should review in this case?
a. Business case
b. Statement of work (SOW)
c. Risk register
d. Issue log

22. Suppose a project is underway and is 50% completed. An essential project team
member requests 1.5 months leave for personal matters. What will be the Project
Manager do first in that case?
a. Assess how the leave will impact the project.
b. Check with this team member to see if the leave can be postponed.
c. Discuss the issue with the functional manager and request a replacement.
d. Refer to the resource management plan.
23. A Project Manager operates for a company that is planning to develop a new
product. The new product will need currently unavailable skills. To start this
project, what will the Project Manager do?
a. Develop detailed project requirements
b. Document the risk in the project charter
c. Focus on quality control
d. Develop a competitor analysis

24. A Project Manager is doubtful about the project duration for a new product and
consults several subject matter experts (SMEs). The first group suggests that it can
be finished in 25 days. The second group identifies some risks that could make the
duration up to 40 days. The third group offers a new method that can shorten the
time to 10 days. Using the triangular estimating technique, what is the duration of
the new project?
a. 23 days
b. 30 days
c. 25 days
d. 27 days

25. A new product development project has the following characteristics:

I. There are three main tasks.
II. Task A must be delivered four weeks before task C starts.
III. Once task B is finished, task C will start.
What is the relation between A and B tasks?
a. Start-to-start (SS)
b. Finish-to-start (FS)
c. Start-to-finish (SF)
d. Finish-to-finish (FF)
26. A product deliverable is undergoing acceptance testing. A senior-level
stakeholder raises concern that an essential product feature for their department
was not developed. The Project Manager wants to avoid this issue in the future.
What is one method to achieve this goal?
a. Prepare a change management plan.
b. Ensure a scope management plan gets approved.
c. Properly manage stakeholder expectations.
d. Hold a product demo with stakeholders.

27. A skincare company reports that customers are increasingly complaining that a
product is underweight. A Project Manager needs to determine if something
needs to be changed in the production line. Which of the following tool or
technique can the Project Manager use for this task?
a. Control chart
b. Scatter diagram
c. Histogram
d. Affinity diagram

28. A product passes 96% per cent of the functional requirements defined in the
scope. However, a customer is unwilling to accept the product since it did not
pass 100%. A Project Manager is assessing what could have been done differently
to avoid this. What should the Project Manager have done?
a. Assessed and evaluated the test management plan.
b. Reviewed the requirements documentation.
c. Ensured that the quality metrics were defined.
d. Created the work breakdown structure (WBS).
29. A Project Manager is working on a data center migration project and is
developing the schedule management plan. Per the project sponsor's request, the
schedule must plan for all tasks as soon as possible. Additionally, the Project
Manager is presented with modified resource availability that should not violate
schedule constraints. The Project Manager needs to select the appropriate leads
and lags relationship for this situation. Which of the following type should the
Project Manager choose?
a. Early start equals the late start in all activities.
b. Early start is smaller than the late start in all activities.
c. Early start equals the late start in some activities.
d. Early start is smaller than the late start in some activities.

30. A Project Manager is preparing the charter for a project. The project aims to
automate 30 per cent of product testing. The project sponsor advises the Project
Manager to assign senior test engineers to identify the tests that can be
automated. However, the test department manager is uncooperative because
they believe that the project will downsize in their department. What should the
Project Manager do first?
a. Request for the project sponsor to provide a rationale for test automation.
b. Have a meeting with the test department manager to review the statement
of work (SOW).
c. Raise the risk that the senior testing engineers will be unavailable for the
testing.
d. Present data-driven, cost-benefit evidence of test automation to the test
department manager.
31. A project has the following characteristics:
I. Is in the process of completing the planning stage.
II. A key stakeholder will be unavailable for 2.5 weeks during the project.
The Project Manager must decide what to do first, after learning about the key
stakeholder's unavailability. Which of the following is the correct step to take?
a. Request that the finance department provide a replacement during the
stakeholder's absence.
b. Continue with planning, and acknowledge the impact the change may have
on the project schedule.
c. Ensure that the issue log is updated and inform the other stakeholders.
d. Organize a meeting with the sponsor to evaluate the situation and identify
alternatives.

32. A project has the following characteristics:

I. It is in the execution stage.
II. A regulatory law has recently been approved that mandates immediate
compliance.
III. This law will impact the project's scope, schedule, and cost.
The Project Manager needs to determine what to do first. What is the correct
step to take?
a. Begin the change request process.
b. Initiate mitigation of the risk.
c. Escalate the issue to senior management.
d. Ensure the project management plan is updated.

33. A deliverable on the project's critical path is lagging behind schedule. The cost
performance index (CPI) is 1.3. The Project Manager can put the project back on
schedule. Which of the following is the most likely outcome for the project?
a. There will be activities performed in parallel
b. There will be rework
c. There will be a revised scope
d. There will be an increase in costs and risks
34. A project that should have been 90 per cent complete by now is only 65 per cent
complete. The total project budget is US$120,000, and the actual cost spent to
date (AC) is US$80,000. What is the scheduled performance index (SPI) and cost
performance index (CPI) of this project?
a. The SPI is 1.38, and the CPI is 1.2
b. The SPI is 0.72, and the CPI is 0.98
c. The SPI is 0.80, and the CPI is 0.91
d. The SPI is 0.94, and the CPI is 1.04

35. An intricate project has key stakeholders located in the United States, France,
and China. The Project Manager discovers that a senior manager asked a team
member for project information. Which step is appropriate to take next?
a. Rely on the information in the stakeholder register.
b. Refer to the project management information system (PMIS).
c. Ensure that the senior manager attends the next team meeting.
d. Read the communications management plan.

36. A Project Manager is working with a customer who repeatedly submits requests
for new requirements for an existing software product. The Project Manager has
already provided the completed scope definition for the product's next version
release to stakeholders. Which step is appropriate for the Project Manager to
take next?
a. Hold a meeting with the product manager to request that the number of
new requests be reduced.
b. Define project boundaries immediately with the sponsor.
c. Organize a meeting with the stakeholders to set expectations.
d. Analyze the scope management plan to see how changes in scope are
handled.
37. A project is seven months into an execution. A Project Manager determines that
the cost performance index (CPI) is .80. According to a trend analysis, the CPI has
a downward trend. What is the next step that the Project Manager should take?
a. Issue a change request for cost re-baselining.
b. Ask for additional resources.
c. Crash the project schedule.
d. Utilize the management reserve.

38. A project is being implemented. The research and development department

communicates to the Project Manager that the product's requirements have
changed. These changes were not anticipated, may significantly influence
potential sales numbers, and could impact project scope. What is the appropriate
action for the Project Manager to take?
a. Update the risk register accordingly and identify risk responses.
b. Use forecasting methods.
c. Plan to use the contingency reserve and update the risk mitigation plan.
d. Utilize methods such as earned value management (EVM).

39. A project has the following characteristics:

I. US$3 million budget
II. Planned value of US$630,000
III. Actual cost of US$650,000
IV. Earned value of US$540,000
Which statement is true about the current status of the project?
a. The project is ahead of schedule and under budget.
b. The project is behind schedule and over budget.
c. The project is ahead of schedule and over budget.
d. The project is behind schedule and under budget.
40. A project is in the execution stage. Due to a demand to complete the project
quickly, the Project Manager needs to rapidly allocate resources to establish the
team and meet project requirements. Which action should the Project Manager
take next?
a. Build library services.
b. Deliver workshops.
c. Acquire and train the new team.
d. Host a webinar.

41. A Project Manager leaves the company and is replaced. The new Project Manager
wants to start guiding the team toward project success. What should the new
Project Manager do first?
a. Look over the project charter to identify goals and deliverables.
b. Review the project diary and look for notes made by the former Project
Manager.
c. Modify the project schedule, adding a new activity related to the
knowledge transfer process.
d. Revisit the project budget to determine if extra time is required.

42. A Project Manager receives the following for a new project:

I. Assumptions
II. Restrictions
III. Preliminary scope
After receiving this information, what should the Project Manager do first?
a. Review and understand the business case and project goals.
b. Put together the project team and assign project tasks.
c. Build the project schedule and determine the critical path.
d. Ensure project charter approval is obtained from the sponsor.
43. A Project Manager joins a project that has the following features:
I. Globally distributed team
II. Budget that is fixed
III. Very tight deadlines
During planning, what should the Project Manager do to avoid any scope creep
and keep the team focused on delivering a product that meets requirements?
a. Ask that all development team leads prepare detailed requirements.
b. Hold daily stand-ups with all development teams.
c. Put any changes to scope through the formal approval process.
d. Disallow stakeholders from directly interacting with the development team
leads.

44. A project is delayed. To obtain the desired quality level of the deliverables, a
change is required. First, the Project Manager issues a formal change request and
communicates the change to all stakeholders. Then, the Project Manager learns
that this communications approach did not meet stakeholders' expectations.
What should the Project Manager do next?
a. Refer to the communications management and stakeholder engagement
plans.
b. Provide a change request to include stakeholders' expectations in the
project management plan.
c. Organize a meeting with the project sponsor to better understand
stakeholders' expectations.
d. Review the communications management plan, follow it, and issue a status
report.
45. The project sponsor requests the Project Manager to change production
materials because these materials could cause health problems to consumers.
Which of the following is an appropriate step for the Project Manager to take?
a. Follow the perform integrated change control process and thoroughly
investigate the matter.
b. Immediately implement the change and submit a change request for formal
documentation.
c. End the current work and enact the change control process.
d. Reject the change because the request is outside of scope.

46. A team was in the execution stage of the project management plan when three
necessary changes were brought to their attention. The team members all have
differing views regarding how to implement the changes. What should the Project
Manager do?
a. Hold a meeting with the board and project sponsor to address the issue.
b. Confirm that all team members and stakeholders understand and follow
the change management plan.
c. Organize a meeting with team members to review the issues and request
changes where needed.
d. Ensure all requested changes are applied to the project and communicate
directly with all team members.

47. After a project ends, the Project Manager and project team members are still
being asked to do the following:
I. Evaluate new requirements
II. Make minor modifications
III. Solve technical issues
The Project Manager wants to ensure the product or service developed by the
project now has operational support. What should the Project Manager do?
a. Complete the handover of the project.
b. Review the acceptance criteria and get acceptance.
c. Formally disband the project team and find a new project.
d. Continue to fulfil the requests as the product is still being developed.
48. The initial draft of a project management plan is completed. The Project Manager
plans to show the draft to stakeholders who are located around the globe for
approval. A Project Manager has limited time to gain approval, and the project
management plan is lengthy. A Project Manager needs to ensure that the review
of the plan is completed on time. Which action should the Project Manager take?
a. Send the plan for the stakeholders to review, and then meet with the all of
them to discuss it.
b. Have each stakeholder review the plan individually, adding their comments,
and then update the document accordingly.
c. Ask select stakeholders to review particular sections of the plan based on
their areas of expertise.
d. Organise individual meetings with only the key stakeholders to walk them
through the plan.

49. The Project Manager joins a project as a replacement on the project team. During
the first meetings, the Project Manager understood there are many differing
views on addressing technical decisions. Team members did not consider each
other's ideas, and the environment was becoming counterproductive. However,
now the team has started to interact more effectively and improve some
processes and procedures for working together. In which phase of development is
the team now?
a. Forming
b. Storming
c. Norming
d. Performing
50. A planned task in a sprint does not get completed due to an issue that appeared
three days ago but did not get resolved. The Project Manager wants to prevent
this type of situation in the future. What should the Project Manager do?
a. During the retrospective, examine the issue.
b. In the demo, address the issue.
c. During the next iteration planning meeting, discuss the issue.
d. In the next daily standup meeting, review the issue.

51. A Project Manager needs to successfully lead a project that has diverse, globally
dispersed team members. What will the Project Manager do to develop cultural
sensitivity?
a. Explore each team member's culture in-depth for several weeks to be
sensitive to their needs.
b. Seek help from the human resource department to obtain formal training
in this area.
c. Travel to each team member's geographic location to gain awareness of
their culture and meet face-to-face.
d. Be aware of local customs, remain flexible when working with team
members, and recognize that culture is learned.

52. On a project, three critical risks with a high impact are identified. The Project
Manager must find a solution to address these risks immediately. Three specific
resources are required to address the risks; however, they are already committed
to another project with critical deliverables. Which action should the Project
Manager take?
a. Hire outside resources and assign these resources to handle the tasks.
b. Assume the risks and control these risks often to reduce potential impact.
c. Check with the functional manager regarding the resources' availability and
negotiate task crashing or rescheduling with the functional manager.
d. Generate a contingency reserve to solve the potential schedule delay and
mitigate the possible impact.
53. Schedule performance issues are occurring on a project. After assessing the issue,
the Project Manager determines that the cause is the expertise levels of project
resources. Specifically, a few senior-level resources check irrelevant details, and
some inexperienced resources take too much time to complete tasks. The Project
Manager needs to enhance team performance. Which action is appropriate to
take?
a. Implement training where necessary, and create a checklist for all team
members.
b. Request that the senior-level resources help the inexperienced resources.
c. Advise the senior-level resources, and replace the junior-level resources.
d. Design and conduct training for the junior-level staff.

54. Multiple new members are added to an ongoing project. Although all original
team members received basic training on the specifics of the business operation
that the project supports, the new members do not have the same basic
understanding. This lack of understanding results in decreased productivity. In
which manner the Project Manager respond to this issue?
a. Ask the original team members to provide support and training, and
schedule a second kick-off meeting for new team members.
b. Assure all new team members that they should feel comfortable asking for
help from both the long-term members and Project Manager.
c. Revise the team, so that the newer resources are moved to other projects
and resources with relevant experience are added, then log lessons
learned.
d. Recognize that this is a common occurrence when teams experience
change, and revise the schedule to allow for the slight decrease in
productivity.
55. A steering committee has replaced a project’s single sponsor due to a significant
increase in project size. How should the Project Manager approach this change?
a. Tailor communications to the new steering committee, recognizing that
there has been a change in stakeholder structure.
b. Follow the initial project plan, recognizing that the stakeholder group now
includes the steering committee members.
c. Schedule a low-key introductory meeting with the new steering committee
and the team, while continuing to follow the initial project plan.
d. Ensure that the new steering committee members receive the project’s
current status report.

56. Before preparing a monthly project status report, a Project Manager identifies
three new risks. All of these risks could impact critical key milestones. The Project
Manager wants to reference additional information before presenting this new
risk information. To which sources should the Project Manager refer?
a. Risk register and risk report.
b. Risk register and organizational process assets.
c. Risk management plan and risk report.
d. Lessons learned repository and risk report.

57. A week prior to the project kick-off call, a Project Manager meets with a key
project resource to understand how complex the project deliverables are. The
resource expresses concern and worries regarding the deliverables. Which of the
following the Project Manager do to ensure that the deliverables are realistic?
a. Perform a feasibility study, and then assess the results.
b. Discuss the resource's concerns with the sponsor, and modify the project
charter.
c. Note the concerns in the issue log to review at a later date.
d. Identify threats and preventive actions by conducting a risk assessment.
58. During user testing, a client agreed to a final product. A few days later, the client
is reconsidering their agreement. What should the Project Manager do?
a. Refer to the project’s quality management plan.
b. Review the project’s acceptance criteria.
c. Review the requirements documentation.
d. Refer to the project's project charter.

59. Although the sponsor and project team say that the new project has an adequate
budget and realistic schedule, the Project Manager worries that unplanned events
could threaten the project’s success. What should the Project Manager do first?
a. Engage in identification of project risks, then assess those risks.
b. Ask the project sponsor for additional funding to cover project planning.
c. Schedule a meeting with the functional manager to address the potential
impact of unplanned risks.
d. Execute the project as planned, recognizing that additional project funds
must be requested at a later point in the project.

60. A large project includes functional groups in four countries. It is close to

completion, so the Project Manager must prepare the closeout documents. How
should the Project Manager obtain appropriate sign off on the acceptance of
project deliverables?
a. The project sponsor should be asked to sign off.
b. The steering committee should be asked to sign off.
c. The functional managers from each group should be asked to sign off.
d. The four managers from the four countries should be asked to sign off.
61. A project has the following characteristics:
I. A quality management plan is in place.
II. The quality management plan says that project deliverables must be
reviewed, at a minimum, 1.5 weeks before the deadline.
III. Four deliverables have missed this quality requirement.
What is an appropriate step for the Project Manager to take?
a. Reach out to the project sponsor for their input.
b. Modify the quality management plan to conform to project practices.
c. Request that the project undergo an internal audit.
d. Use a cause-and-effect diagram for root cause analysis.

62. A company wants to reduce costs by installing solar panels. Their local
government provides subsidies for specific energy-efficient projects. After the
project start, the Project Manager learns that solar panels may not qualify for the
energy-efficiency subsidy. How will the Project Manager address this issue?
a. Log the issue in the Issue Log.
b. Ensure the issue log is updated.
c. Make use of the contingency reserve.
d. File a change request.

63. Three parts of a single project are being completed by three project teams. The
three parts are highly dependent on each other. The team leader worries that this
might create conflicts when the outputs from the three teams are combined, and
asks for advice. What advice should the Project Manager provide?
a. Identify potential conflicts, and then arrange for a weekly joint meeting
with the members of the three teams to review each other’s work.
b. Decide which team’s work should be prioritized, then delay the work from
the other two teams to ensure there are no conflicts.
c. Document conflicts as they occur, and take action to remedy any problems
that arise.
d. Continue to let all three teams work simultaneously, recognizing that
conflicts can be addressed at the testing phase.
64. In response to slippage on some scheduled tasks, the Project Manager
reprioritized a number of subsequent tasks in order to fix the problem. The
reprioritization did not put the project back on track, and now the Project
Manager needs to escalate the issue to project stakeholders. To escalate the
issue, what should the Project Manager do first?
a. Refer to the change management plan.
b. Review the stakeholder engagement plan.
c. Refer to the communications management plan.
d. Review the risk management plan.

65. A project is in the execution stage. Based on the originally approved blueprint,
1,000 products were developed. The project team randomly chooses 100
products to evaluate against the quality plan. What is the project team
undertaking?
a. Control procurement.
b. Statistical sampling.
c. Process audit.
d. Quality assurance.

66. Because a deliverable does not meet the agreed-upon quality specifications, it is
rejected by the customer. Team members find that the deliverable does not meet
expectations because there is a problem with vendor-provided parts. The vendor
says that they will not correct the problem. Before deciding on the next steps,
what should the Project Manager do?
a. Check the service level agreement (SLA) established with the vendor.
b. Review the procurement management plan and contract agreements.
c. Check the internal quality assurance reports.
d. Review the resource management plan and document lessons learned.
67. Many team members have been transferred to another project, so the Project
Manager needs additional resource support from a new supplier. The Project
Manager is concerned about the cost risk of using a new supplier at this stage of
the project. Now, the Project Manager needs to work with the procurement team
to establish specifications and the type of contract to be used. What should be
done?
a. Recommend a time and material (TM) contract.
b. Recommend a fixed price incentive fee (FPIF) contract.
c. Recommend a cost plus incentive fee (CPIF) contract.
d. Recommend a firm fixed price (FFP) contract.

68. A previously identified technical problem has been solved, and the project is
moving ahead. A Project Manager has been warned that the same problem will
possibly occur on similar projects in the future. What should be done first when
responding to this warning?
a. Ensure that the issue log is updated and update the lessons learned
register.
b. Create a risk report, and keep the report current.
c. Notify the project sponsor about the warning.
d. Ensure that the lessons learned register is updated.

69. The Project Manager learns that one team member needs to complete a critical
task that is outside of the project, resulting in a scheduling risk for the project.
How can the Project Manager eliminate this risk?
a. Meet with the team member’s manager, and negotiate for an alternative
time to complete the other task.
b. Ask the team member to focus on the critical task, and obtain an additional
resource from another department.
c. Send a report to the project sponsor, documenting noncompliance from
the member’s manager.
d. Tell the team member’s manger to release the team member from outside
activities until the scheduled project activity is complete.
70. The Project Manager receives a progress report during a demo and review
meeting. The report shows that the agile project is not on track. Since all work
was purposely selected and sequenced to meet higher-level objectives, the
Project Manager is surprised by the report. In the future, how can the Project
Manager prevent this type of miscommunication in an agile project?
a. Support self-organization for the project team and help them provide buy-
in for the project.
b. Ensure that there is a contingency reserve to cover these issues.
c. Ensure that the team is trained to use the agile process reporting system.
d. Provide early training and ongoing mentoring about the agile approach for
the project team.

71. As part of effective leadership, Project Managers help team members grow and
keep them motivated throughout each project. What is one trait that supports
this effective leadership?
a. Stand up for the team’s beliefs and be assertive.
b. Challenge the team by delegating project tasks.
c. Use daily discussion sessions to solicit and respond to the team’s concerns.
d. Provide a team reward for each successfully completed task.

72. The project is overseen by a senior Project Manager. A new Project Manager
joins the project, and the sponsor asks the new Project Manager to develop the
quality management plan. How should the new Project Manager proceed?
a. Meet with the senior Project Manager to identify established plans and
processes. Then, ask for assistance in selecting the appropriate standards.
b. Schedule a meeting with the customer to collect requirements and obtain
benchmarking samples.
c. Obtain the necessary benchmarking samples and cost-benefit analyses
from the sponsor.
d. Postpone the development of the quality management plan until quality
metrics and quality checklists are created.
73. A small group of users complain during a project’s user acceptance stage. The
users say that their expectations are not met. Which action could help avoid this
issue on future projects?
a. Create a professional relationship with users.
b. Engage in risk assessments throughout the project.
c. Make use of conflict management techniques.
d. Make use of stakeholder feedback during the project.

74. The project sponsor requires a project team composed of resources that live in
four different time zones, working in four different locations. The project sponsor
did not consider the implications of this requirement, and believes that the
dispersion will provide an ideal project team that will save costs. Where should
this be documented in the project charter?
a. As part of high-level requirements.
b. In the key stakeholder list.
c. In the overall project risks.
d. As part of the resource management plan.

75. A governmental agency becomes a key stakeholder on a complex project due to

regulatory changes. In light of the change, the Project Manager needs to develop
an understanding of this new stakeholder and identify any new high-level risks
that may result from the change. Which two options should the Project Manager
use?
I. Schedule meetings with the new stakeholders.
II. Update the assumption log.
III. Revise the stakeholder engagement plan.
IV. Share the benefits management plan with the new stakeholders.
a. I and II only
b. I, II, and III only
c. I and III only
d. I, II, III, and IV
76. The project requires the development of a human resources information system
(HRIS) to centrally manage human resources and payroll. The project sponsor is a
multinational company. The Project Manager reviews historical data on the
company’s human resources practices and considers the regulatory framework of
the project. Still, there are concerns about project risks. What should the Project
Manager do in response to these concerns?
a. Log high-level project risks.
b. Calculate and quantify project risks.
c. Formulate a risk mitigation plan.
d. Engage in regular risk reviews.

77. A Project Manager needs stakeholder involvement in order to identify strategic

and operational assumptions and constraints. Unfortunately, the Project Manager
is finding it hard to obtain consistent input due to lack of participation. How can
the Project Manager boost stakeholder input?
a. Make use of political awareness techniques.
b. Review risk management tools and techniques.
c. Engage in effective meeting management techniques.
d. Use effective facilitation techniques.

78. The Project Manager reviews the issue log and sees that three tasks assigned to
three team members are significantly behind schedule. How should the Project
Manager handle this issue?
a. Meet with the relevant team members to review the tasks and determine a
strategy for resolving the issue.
b. Contact the project sponsor and escalate the issue in order to reduce
delays.
c. Ask those who are responsible for the reason for the delays and their plans
for next steps.
d. Instruct the team to quickly bring the tasks up to date, so that the project is
not at risk.
79. Project team members are spending a lot of time helping maintenance and
operations staff with a recently commissioned project component. The Project
Manager needs to validate that the component was signed off and ownership
transferred. Which three documents should the Project Manager use for this
decision?
a. Final report, organizational process assets updates, and procurement
agreements.
b. Procurement agreements, project document updates, and organizational
process assets updates.
c. Procurement agreements, stakeholder engagement plan, and
organizational process assets updates.
d. Final report, project document updates, and organizational process assets
updates.

80. A global organization sponsors a project that involves six different companies.
When the project is partially complete, the Project Manager learns that one
stakeholder is ill and needs to decrease their level of involvement. What should
the Project Manager do?
a. Update the stakeholder engagement plan.
b. Revise the project charter.
c. Update the stakeholder register.
d. Revise the project management plan.
81. A new law is expected within the next four to five months that will affect the
business’ type of products. The next product launch is starting and should be
completed within three months. Unfortunately, the new product would not meet
the requirements of the proposed law. How should the Project Manager respond
to this potential problem?
a. Move ahead with the project; following the plan and ensure on-time
completion, so that the product will not be affected by any possible rule
change.
b. Schedule a meeting with the sponsor and key stakeholders to discuss risks
and using the results of the meeting, revise the assumption log and project
charter.
c. Revise the risk management plan and move ahead with planning the
project.
d. Schedule a meeting with the sponsor and key stakeholders to warn them
about the law and advise them to cancel the project until the legislation is
finalized.

82. The Project Manager implemented an approved change to manage risk. Three
months after the implemented change, a Project Manager learns that the change
did not give the desired result, and there are adverse consequences. What should
the Project Manager do to avoid this problem on future projects?
a. Update the probability and impact matrix after assessing any new risks.
b. Revisit or change existing assumptions after reviewing the assumption log.
c. Update the lessons learned register with the risk information.
d. Follow up to verify that a risk response is performing as expected.
83. While discussing with a friend, a Project Manager hears that a possible union
action will occur within the next two weeks. The Project Manager knows that any
project delays could cause substantial harm to both budget and schedule at this
stage of the project, and any union action will influence the project team. Earlier,
the union action probability was recognised as minimal. Thus, it was
unanticipated. How can the Project Manager respond to this issue?
a. Get more information through informal discussions, and use what is found
to decide on next steps.
b. Update the risk in the risk register with this new information and notify
relevant stakeholders.
c. Plan to reward those who do not participate and identify possible
disciplinary actions for those who do participate.
d. Schedule a meeting with the union’s leader in order to resolve any
outstanding conflicts.

84. A project team has set up an unofficial online communications platform to

enhance communication. The Project Manager was not aware that this platform
existed until recently, after learning that it was being used inappropriately. Which
action should the Project Manager take?
a. Have the project team stop using the platform, and then review the
communications management plan.
b. Report the issue to the compliance office after disciplining the individuals
involved.
c. Since it is not part of the communications management plan, terminate the
platform.
d. Delegate an administrator to monitor communications on this platform.
85. A project has the following characteristics:
I. To determine what product should be created, a feasibility study was
conducted.
II. A change request was approved to develop another product that
contradicts the original requirements.
III. Data analysis was conducted before the change request was approved.
Which action should the Project Manager take?
a. Execute the change request.
b. Decline the change request.
c. Ask for a detailed report of the data analysis.
d. Ask for a feasibility study of the new product.

86. A technology development project has the following characteristics:

I. It requires a highly skilled resource that is unavailable locally.
II. The Project Manager has identified a resource who can work on site, but
the resource lives in a different country and requires a work visa.
III. The work visa process is taking more time than anticipated.
What should the Project Manager do?
a. Assign the existing team overtime work.
b. Have the project's scope reduced.
c. Delay the project by an equivalent duration.
d. Request that the resource work remotely.

87. A contractor is late with a critical project deliverable due to resource challenges.
There is a 22% buffer in the budget for cost overruns. What is the first thing a
Project Manager should do to mitigate this issue?
a. Hold a discussion with the vendor regarding the legal implications of this
slippage.
b. Hire a new vendor to replace the current vendor; ask the new vendor to
send a contract.
c. Look into alternative vendors that can assist with project deliverables
despite resource constraints.
d. Update the project schedule after first accepting the cost overrun.
88. There is an unresolved conflict between a member of a third-party vendor's team
and a member of a project team. The issue is escalated to the Project Manager.
What is the first thing the Project Manager should do?
a. Meet with the vendor in person to discuss the issue.
b. Call the vendor on the phone to discuss the issue.
c. Draft and send a contractual letter to the vendor.
d. Send an email to the vendor to discuss the issue.

89. A customer's resources have not completed the required training. The Project
Manager has to consider the risk it poses to the timely completion of the project.
Customer resource training is a required project deliverable. Which action should
the Project Manager perform?
a. Update the risk register to document the concerns and then develop a plan
to ensure the customers' resources complete their training.
b. Revise the risk register, and discuss it at the next project status meeting.
c. Dedicate additional post-implementation support to mitigate the risk.
d. Modify the project schedule to account for the training delay.

90. Project team members are busier than usual. They indicate that they do not have
the time to update the lessons learned because of other project responsibilities.
How should the Project Manager respond to this issue?
a. Require submission of lessons learned documentation after each project
deliverable is accepted by the customer.
b. Ensure there is an agenda item for discussion of lessons learned from
project activities as part of all project meetings.
c. File a change request to the project management office (PMO) to change
how often lessons learned is collected.
d. Bring in a consultant to assist with collecting lessons learned to help reduce
the burden on project team.
91. A Project Manager is creating an agenda and presentation materials for a kick-off
meeting that will involve stakeholders across multiple geographic regions who will
be working on a global project. How can the Project Manager work to ensure that
the stakeholders are engaged?
a. Create slides for the kick-off meeting to address stakeholder involvement.
b. Survey stakeholders' preferred meeting dates and times to accommodate
the teams in different time zones.
c. Verify that all required participants or their delegates will be available to
attend.
d. Review the kick-off meeting agenda and materials for overall clarity and
concision.

92. A retiring Project Manager hands over all materials to a new Project Manager.
The project appears to be running smoothly, until the new manager learns that a
critical component has failed during testing. What is the appropriate first step
when responding to this issue?
a. Review the risk management plan to identify whether this risk and
accompanying response strategies have been captured.
b. Check with other local team Project Managers to see how they would
respond to the issue.
c. Revise the timeline to account for slippage due to the additional time
needed to implement mitigation.
d. Communicate with stakeholders, describing the issue, proposed costs, and
potential changes to delivery dates related to the project.

93. A team member has taken an unplanned leave during the execution of a project.
In response, the project team rescheduled some tasks. The result is that critical
activities are now occurring at the same time. Which of the following is the first
thing that the Project Manager should do?
a. Assess the newly introduced risks with the project team.
b. Mitigate risks by reverting to the original schedule.
c. Revise the risk register and then rank the project's risks.
d. Identify suitable responses for the newly introduced risks.
94.There are three deliverables in the Project Manager's IT transformation project:
Deliverable 2 have strictly scheduled milestones, with no expected variation in the
timeline. The Project Manager expects that Deliverables 1 & 3 will see quickly
changing requirements during development. Which lifecycle model should be
used to meet the project's requirements?
a. Select a fully agile project model, with a common user story and three-
week sprints.
b. Select a waterfall project model for deliverables, with firm milestones and
change control procedures.
c. Select a hybrid project model, where Deliverable 2 is positioned as single
agile sprint embedded in an overall waterfall project.
d. Select a hybrid project model, where Deliverable 2 is positioned as a single
waterfall phase embedded in an overall agile project.

95. The Project Manager shifts to an agile approach for a project with an aggressive
go-to-market timeline. The Project Manager needs to revise the stakeholder
engagement plan so that it follows agile principles. Which of the following should
the Project Manager do to meet this need?
I. Design a digital communication system that allows for virtual submission,
logging, reviewing, and escalation of issues.
II. Remove unnecessary layers of management to promote direct
communication between the project team and stakeholders.
III. Modify templates to include product backlog progression and the
burndown rate, and encourage use of standups.
IV. Increase the number of formal training workshops to cover all relevant
issues for all stakeholders, including the project sponsor and client.
a. I and II only
b. II and III only
c. III and IV only
d. I, II, III, and IV
96. Project team members are concerned that a new resource does not seem
suitable for an assigned task. In which manner the Project Manager respond to
this concern?
a. Contact senior management to discuss the possibility of reassigning the
new resource to a different project.
b. Schedule time to chat with the new resource to assess their skills and
understand their strength level.
c. Ask the team members to document task-related deficiencies displayed by
the resource.
d. Contact the project sponsor to highlight these concerns and decide on an
appropriate response.

97. A Project Manager develops a project management plan and schedule based on
an agreed-upon project lifecycle of 16 months. Later, due to changing business
requirements, the Project Manager receives a request for completion within nine
months. In which manner the Project Manager respond to this proposed change
in the timeline?
a. Work with key stakeholders and project team members to discuss how
aspects of the project can be completed more quickly than planned and to
identify any requirements that could be reduced.
b. Immediately ask project team members to increase the pace of each task
within the project.
c. Modify the original project schedule so that revised deadlines can be met.
d. Meet individually with project team members to discuss how aspects of the
project can be completed more quickly than planned.
98. During an agile iteration, Task 1 cannot be completed on time due to unexpected
challenges. Another team within the project depends on the timely completion of
Task 1 to fulfil their part of the project. How should the Project Manager resolve
this issue?
a. Meet with both teams separately, and ask them to figure out a way to meet
the required deadlines and complete the project on time.
b. Meet with the product owner to reprioritize the iteration backlog, so that it
does not impact other teams or obligations.
c. Increase the number of team members for the project team and increase
the iteration length, ensuring that the work will be completed according to
schedule.
d. Let team members know you want them to do their best under difficult
circumstances, and make sure to note the iteration's challenges in lessons
learned.

99. The Project Manager schedules an iteration review and learns that a few key
stakeholders do not approve of how a feature has been developed. What should
the Project Manager do first to address this issue?
a. Invite project team members to a brainstorming session to identify an
appropriate response.
b. Address the issue only after evaluating why these stakeholders are
concerned.
c. Determine the impact of the conflict by listing the pros and cons of the
situation.
d. Ask the project sponsor to act as a neutral party in negotiation with those
stakeholders who are dissatisfied.
100. A key team member is asked to move to another project during the middle of a
technical project. The team believes this is an unwise move and expresses
concern. Which of the following action will help to resolve the issue?
a. Discuss the conflict with the project sponsor and formulate a response.
b. Use coaching tools and techniques to motivate the project team.
c. Replace the key team member with a new resource who has the same
skills.
d. The PM should acknowledge the teams' concern and also analyze the
impact to the project.

101. At a weekly project status meeting, a key team member expresses concerns about
the overall approach documented within the project management plan. The
Project Manager is surprised because the team is executing an essential
component of the project, and the concern has not been raised before. What
steps should the Project Manager take?
a. Update the risk register to document the concerns, then continue with the
meeting’s scheduled agenda items.
b. Recognize that the concern must be fully discussed and resolved prior to
continuing with the meeting’s agenda items.
c. Address the team with a generic reminder about meeting etiquette, then
ask if the team wants to use the time to fully discuss the concerns raised
during the meeting.
d. Immediately acknowledge the team member’s concern, continue with the
scheduled agenda, then privately meet with the team member to fully
understand the concerns expressed.
102. During a meeting, a Project Manager learns that a business result needs to be
delivered in four weeks, although the original plan was sixteen weeks. The Project
Manager also hears that there is no available technical resource who might be
able to join the team. The Project Manager knows the technical resource manager
because they worked together on a previous project. Which is the first thing the
Project Manager should do?
a. Notify the project sponsor about the lack of a technical resource.
b. Immediately escalate the issue to decision makers in the organization.
c. Check with the technical resource manager to see if there is an available
technical resource.
d. Since time is short, hire an outside party to meet the need for a technical
resource.

103. A team decides that an agile approach fits the needs of the next phase in their
project. Unfortunately, there are team members who have not had the
appropriate agile training. How should the Project Manager respond to the lack of
agile training?
a. Include agile training for these team members without a change request.
b. Ensure the project’s contingency reserve can cover agile training for all
team members.
c. Create virtual training sessions for key team members, covering the main
agile topics.
d. Identify and implement the most cost-effective agile training for the team
members.
104. A Project Manager believes that a delay in developing a prototype was due to a
lack of knowledge in a specific skill needed by the cross-functional team. How
could the Project Manager prevent this situation on future projects?
a. Offer more specialized training to the team throughout the project.
b. Identify required strengths, and organize the team based on those
strengths.
c. Meet with the project sponsor and team members to assign training for
specific skills.
d. Empower team members to problem solve in situations where skills may be
lacking.

105. A new Project Manager joins the project’s daily standups, only to find that the
project team spends too much time discussing ways to deal with obstructions in
the project. Because of these discussions, standups often last well over two hours.
What process should be used to deal with this issue?
a. Ask team members to invite their managers to standup sessions, in order to
find solutions more quickly.
b. Explain to team members that long discussions take time away from actual
work on the project.
c. Insert a new team member who will manage obstacles and schedule
additional meetings to discuss possible solutions.
d. Tell the team members that they are required to shorten the standup
meetings and improve on finding solutions.

106. The customer is not happy with the delivered product, saying that it was not what
they expected. The Project Manager is surprised because the agile development
team delivered the product several iterations early. What is one way that the
Project Manager could have avoided this result?
a. Required team sign off for each of the constant changes to the
requirements.
b. Set aside more resources for product testing after changes are made.
c. Made sure that the customer was aware of the value of demos.
d. Ensured that the team fully participated in developing the project scope..
107. A Project Manager's team has efficiently delivered expected results in an
environment where schedule and scope are fixed. Now, there is an increased
demand for new skills due to changes in the market. What can the Project
Manager do to meet this new demand?
a. Meet the new demand by adding new resources with the required skills.
b. Hire a third-party vendor who can provide resources with the needed skills.
c. Change the distribution of partially-dedicated resources with the needed
skills.
d. Meet the new demand by upgrading the existing team members' skills.

108. A project's team is small and the team members have known each other for a
long time. The team's project is in the execution stage. Recently, a team member
told the new Project Manager that another team member complained about how
the project is being managed. How should this new Project Manager respond?
a. Review the current stakeholder engagement plan for the way to resolve the
difficulty.
b. Schedule a team meeting which will lead to the creation or updating of the
team charter or ground rules.
c. Notify team members that they should submit anonymous
recommendations for a new team contract.
d. Send a survey to team members, requesting suggestions for dealing with
the dissatisfaction.

109. During a highly-regulated project, the project sponsor and a high-level executive
have asked for changes that appear to disregard legal requirements. What will be
the first step in the Project Manager's response?
a. Immediately schedule a meeting with the stakeholders to review the
situation.
b. Send the change control board (CCB) a change request.
c. Check with the organization's relevant legal practitioner for guidance.
d. Review the organization's lessons learned database for precedents and
direction.
110. A Project Manager has multiple projects. One project has new team members and
is in its early stages. Unfortunately, the Project Manager will be very busy
executing other projects over the next few weeks. How can the Project Manager
develop the new project team over the next few weeks?
a. Help the team create a social contract that will encourage team cohesion.
b. Suggest that the team engage in multiple team-building events to
normalize the team.
c. Keep the team informed by sending short daily project status updates.
d. Engage in face-to-face personal conversations with each team member to
build relationships.

111. A Project Manager requires to guarantee that the team delivers business value
within the needed timelines. A Project Manager recently learned that key
stakeholders are worried that the current release plan will not meet urgent
business needs. What can the Project Manager do to respond to the stakeholder
concerns effectively?
a. Renegotiate scope with the project sponsor after examining the work
breakdown structure (WBS).
b. In consultation with the stakeholders and team members, identify the
minimum viable product needed for launch.
c. Determine the schedule performance index (SPI), then escalate the
schedule risk to the project sponsor.
d. Monitor progress using a burndown chart after modifying the schedule
baseline to meet stakeholder requirements.
112. A key stakeholder voices a concern during the planning stage about whether the
available resources are sufficient to meet the objectives of the project. The
Project Manager believes that the stakeholder is right. How should the Project
Manager handle this stakeholder's concern?
a. Review the bounds of the negotiations for agreement.
b. Determine the project's ultimate objectives after carefully evaluating
project priorities.
c. Engage in negotiations for better resources.
d. Ensure that the impact of the unavailability of required resources is fully
documented.

113. A Project Manager notices that one team member seems increasingly unhappy
during team meetings. The team member is not making progress on a key work
package, and this lack of progress is now impacting the critical path. The team
member feels that they are not in the correct role within the project team. What
should the Project Manager do?
a. Reassure the team member about their abilities by reminding them that
they were chosen for a reason.
b. Meet with the team member to discuss where they can contribute, based
on their strengths.
c. Enroll the team member in targeted training to acquire the needed skills for
their assigned role.
d. Schedule weekly touchpoints with the team member to discuss barriers
that may impact their work.
114. A project owner repeatedly complains, saying that a function developed by the
development team does not seem to align with the original design. What will help
to solve this issue?
a. Ask the product owner to sit in on the next iteration review meeting to
learn more about the development status for the product.
b. Ask the quality assurance team to identify any mismatches in functionality
compared to the initial design.
c. Ask the development team to rewrite the function so that it matches with
the project scope.
d. Invite the project owner to the next sprint/iteration review to discuss their
concerns.

115. A customer indicates that they would like to add functionality. Although this
request is made during the execution stage of the project, the Project Manager
finds that the cost for the addition would be small. The additional functionality, if
successful, would increase the opportunity for profit. What should the Project
Manager do next?
a. Agree that the functionality would offer a great opportunity, but the
proposed addition is out of scope.
b. The Project Manager should submit a change request and then evaluate the
impact to the project.
c. Move forward, using the project's management reserve to add the
requested functionality.
d. Identify an already-developed feature that could be combined with the new
functionality, and use the combination to meet the customer's request.
116. A customer requests a change in the technical approach for a product currently in
development. The Project Manager learns about this request during a reoccurring
project review. What should the Project Manager do in response to the
customer's request?
a. Work with team members to immediately implement the new approach.
b. Have the team decide on the appropriate approach, giving them authority
to implement and validate their decision in talks with stakeholders.
c. Discuss the pros and cons of the proposed approach with stakeholders,
then select the approach that is best for the team and notify team
members.
d. In order to obtain sponsor, buy-in, have the team benchmark the approach.

117. During the third iteration of product development, a project manager realises
that the template used for the project management plan is not showing updates.
Which action should the Project Manager take?
a. Assign one team member to update the project management plan template
and document any risk.
b. Rank the need to update the template according to the business value for
upcoming iterations.
c. Avoid adding to team distraction by fixing the issue independently.
d. Document the issue as a new project risk and propose a solution.

118. During a challenging shareholder meeting, the stakeholder indicates that they will
reject an iteration's deliverable. What should the Project Manager do?
a. Send a request to the project sponsor, asking them to update the project
charter then reassign the responsibilities and authorities.
b. Meet with the project team to add new and improved features to replace
the features that were rejected.
c. Work with stakeholders to create a shared approach that will address the
issues of concern.
d. File a change request with the change control board (CCB) in order to add
budget to the baseline.
119. During work on a government project, stakeholders pressure the Project Manager
to submit to their preferred actions. While the Project Manager must coordinate
and plan with multiple stakeholders, the Project Manager must also deal with
complex relations and frequently changing scenarios. What should the Project
Manager consider doing?
I. Use the Prioritization method of categorization.
II. Use the Salience model of categorization.
III. Use the Transformation model of categorization.
IV. Use the Transaction model of categorization.
a. I and II only
b. II and III only
c. I, II, and III only
d. I, II, III, and IV

120. A Project Manager is working on a small project that is critical for a larger
program milestone. A new resource has been assigned to replace a key resource
who had to leave the project. Unfortunately, an outside stakeholder claims that
the person who assigned the new resource sent their weakest team member.
How should the Project Manager approach this rumor?
a. Assess the new resource’s ability to perform the necessary work by testing
their communication skills with the current project team.
b. Evaluate the skills of the new resource to see how the resource can provide
value to the project.
c. File a request with the project management office (PMO) manager in order
to obtain a better resource.
d. Address the rumor with the new resource’s functional manager to mitigate
any conflict within the project team.
121. A Project Manager needs to ensure that all data security requirements are
covered during a data warehouse development project’s execution stage. Each of
the databases created during different project phases will have a specific data
security policy to comply with governmental data security laws. How should the
Project Manager plan to meet these requirements?
a. Plan a database development specification, then regularly check to ensure
the developer aligns with the specification.
b. Arrange for review of the data security status on a quarterly basis, and
recommend remedial steps if noncompliance is found.
c. Tell the database developer to submit documentation of data security
items and the steps they take to correct items that do not meet
specifications.
d. Add a quality assurance specialist resource to the project team, who will be
responsible for monitoring the data security quality of the project.

122. Several successor activities are behind schedule because a project team member
has not been at work for the past week. This impacts the critical path. In which
manner the Project Manager respond to this problem?
a. Obtain a new resource to complete the needed tasks, resulting in less
impact on the critical path.
b. Discuss the situation with the team member, and work with them to
identify a practical solution.
c. Remind the team member that they needed to complete the work package
in the agreed-upon timeframe.
d. Ask the functional manager for assistance communicating with the absent
team member.
123. A company is struggling to define the scope of a new project that has multiple
phases with a high level of dependency between the phases. How should the
Project Manager approach this challenge?
a. Contract with a third-party company that specializes in helping businesses
define scope of work on large projects.
b. Work with project stakeholders to recommend an iterative approach that
will then help to define the project's scope.
c. Construct a project management plan that provides extra time within the
schedule, then seek to revise the scope of work.
d. Suspend final delivery dates for the project in order to have time to revise
the schedule once there is clarity on the scope of work.

124. After six iterations, significant variations have occurred to project scope and
schedule. These are due to the customer's technology regulations and security
policies, which are regularly reviewed. The Project Manager wants to suggest a
new approach to the next iteration to avoid possible delays. What should the
Project Manager do first?
a. Rank the importance of each improvement item, then implement actions
identified during the last retrospective.
b. Engage in a cost-benefit analysis that can help predict the profits that could
be realized through the use of new technology for the next phase.
c. Research new technology trends and management tools that have been
successful on similar projects.
d. Use a backlog refinement meeting, and include the customer's change
requests in the discussion.
125. All team members on a new project want to gain the customer's trust by
delivering value as quickly as possible. The Project Manager learns that one
resource has worked with the sponsor on other projects. The resource seems to
be using personal influence, working with a project sponsor to increase the
project's benefits realization. At which stage in the project should the Project
Manager address this concern to optimize cost-effectiveness?
a. At the start of the team's performing stage.
b. Immediately after the first benefit realization.
c. During the next retrospective ceremony.
d. During the next resource performance review.

126. A project team learns a new compliance requirement from an international entity
that may impact the baseline business case for the project. They learn this right
after the project charter is completed and the project sponsor has signed. How
should the Project Manager proceed?
a. Research the requirement and possible consequences, then give the
sponsor a recommendation.
b. Address the requirement through the creation of a quality management
plan.
c. Decline to address the issue, as the new requirement is not part of the
project's documented scope.
d. Ensure that the requirement is documented in the risk register, then ask for
further guidance from all stakeholders.
127. A team misunderstood one product functionality documented in an earlier stage
of the project. The functionality has not yet been developed during the current
iteration, but a business representative has mentioned the deficiency. How
should the Project Manager proceed?
a. The functionality was formally approved, so initiate the change
management process.
b. Schedule a meeting to discuss and brainstorm the functionality with the
project team and business representative.
c. Ensure that the issue is addressed by escalating it to the project sponsor,
who should discuss it with the representative.
d. Continue with the current sprint, recognizing that the issue will be
identified during the testing phase.

128. Some agile approaches have recently been added to an infrastructure company's
predictive processes. The team is not completing the planned story points, and
the they are becoming passive. The Project Manager is concerned and wants to
improve productivity. What should the Project Manager do?
a. Provide team training, so the team can do a better job of estimating story
points.
b. Speed up the project by reducing the backlog.
c. Gain the needed time for story point completion by adding more iterations
to the project.
d. Use burndown charts to evaluate team performance.

129. During one daily standup meeting, team members indicate that they are having to
engage in the rework because there seems to be too much up-front work. How
should the Project Manager respond to this concern?
a. Try using a Kanban board for reviews.
b. Request that team members explicitly implement time boxing or spikes.
c. Request that the project owner maximizes the product value.
d. Engage in a process to manage a reduction in the product backlog.
130. A Project Manager from a traditional project management organization is
assigned to an ongoing project. Recently, the organization has started to use agile
methodologies in its projects. The Project Manager hears that some team
members feel like key subject matter expertise is missing and there is insufficient
collaboration within the team. How should the Project Manager respond to these
team members' concerns?
a. Employ third-party specialists to fill the knowledge gap.
b. Add additional resources via a request to the sponsor.
c. Add cross-functional internal resources.
d. Where possible, modify Gantt charts to Kanban boards.

131. A contractor has sent an email request for urgent payment of their last
installment on a project that is going through a long execution stage with multiple
contractors. How should the Project Manager respond to this contractor's
request?
a. Negotiate payment terms through a meeting with procurement and the
contractor.
b. Authorize the payment by notifying accounts payable and follow up to
ensure it was made.
c. Act according to the agreed upon commitments in the procurement
management plan and the signed agreement/contract.
d. Authorize payment only after reviewing forecast spend versus actual spend
to see if the actual status allows it.
132. A Project Manager for a construction firm meets with stakeholders. All
stakeholders agree on a 20-month lifecycle for a project. After work has begun,
the Project Manager learns that stakeholders would like project completion
within no more than 16 months. What should be the first step in the Project
Manager’s response?
a. Meet with key stakeholders to discuss ways to reduce some project
requirements.
b. Add team members to work more quickly just this one time in order to
satisfy stakeholder requirements.
c. Refuse to modify the time line, explaining that scope creep should be
discouraged.
d. Identify agreed-upon tasks in the original project and assign additional
duties as needed to meet the new, shorter timeline.

133. During an iteration, a project team encounters problems that may cause a delay
in task completion. Another team within the same project needs the task to be
completed on time in order to meet their schedule. What can the Project
Manager do to resolve this problem?
a. Insist that the project team work a bit harder to complete on time, in order
to avoid delaying the work of other teams.
b. Work with the product owner to reprioritize the iteration backlog, so that it
does not delay work by other teams.
c. Increase the iteration length, and add additional resources to the project
team, so that they can meet the appropriate deadlines.
d. Ask team members to perform to the best of their abilities during the
iteration, and engage in a retrospective after completion of the iteration.
134. Certain key stakeholders are dissatisfied with how a key feature of a project has
been developed. They express their dissatisfaction during an iteration review
meeting. What should the Project Manager do first to resolve this issue?
a. Gather the project team for a brainstorming session and identify a solution.
b. Identify the reasons why there are issues with the feature, then address the
issue.
c. Create a list of the pros and cons of the situation to define the impact of
the conflict.
d. Add a neutral party, such as the project sponsor, to function as a negotiator
with stakeholders.

135. During a technical project, a well-liked project member is reassigned to a different

project. The team has expressed disapproval regarding the reassignment. What
action can help mitigate the team's disapproval?
a. Notify the project sponsor regarding the team’s disapproval, and
brainstorm a response.
b. Employ leadership and emotional intelligence tools and techniques to
inspire the team to continue working.
c. Add a resource with the same skills to replace the key team member.
d. Notify the change control board (CCB) and discuss possible ways to resolve
the issue.
136. During the execution of a project, a key team member is concerned with the
overall approach documented in the project management plan. The member
surprises the Project Manager with negative comments about the approach
during a weekly status meeting. How should the Project Manager address the
team member’s concerns?
a. Continue with the meeting, and ensure that the concerns are added to the
risk register after the meeting is finished.
b. Continue with the scheduled agenda items after reminding the team
member of expected meeting etiquette. Then, solicit feedback about the
etiquette expectations.
c. Remember that a project should not go forward when key team members
are in disagreement, and use the meeting to discuss the members'
concerns.
d. Make a short comment to acknowledge the team members' concerns,
continue with the meeting, and meet with the member in private to discuss
their concerns.

137. A Project Manager is faced with an updated schedule that requires delivering a
business result under a far more aggressive timeline. The project’s technical
resource manager has worked with the Project Manager on previous projects.
Still, a team member indicates that the company does not have technical
resources that could be added to the project to meet the new timeline. What
should be the Project Manager's next step?
a. Let the project sponsor know that an issue with a technical resource may
put the project at risk.
b. Ensure that upper management is aware of the lack of needed resources
which may put the project at risk.
c. Ask the technical resource manager about the availability of technical
resources.
d. Work with a third-party vendor to quickly acquire the needed resource.
138. A Project Manager has been asked to conduct a risk analysis that is based on a
high-level scope. As part of this analysis, the Project Manager must use expert
judgment to prepare a document. Which document-based action is being
performed?
a. Creating the project charter.
b. Preparing the scope statement document.
c. Creating a project management plan.
d. Documenting the risk management plan.

139. An agile approach meets the needs of the next phase in a team’s project. As the
team discusses the phase it becomes clear that some team members have not
received appropriate training in the agile model. How should the Project Manager
respond to this issue?
a. File a change request that includes the agile training that members lack.
b. Use available funds in the contingency reserve to guarantee training all
team members.
c. Train team members on main agile topics by hosting training sessions.
d. Identify and provide the most cost-effective agile training for team
members.

140. A Project Manager receives complaints from a project sponsor because of a delay
in developing a prototype. The Project Manager responds that the delay was due
to a lack of knowledge in a specific skill that was needed by the cross-functional
project team. How could the Project Manager avoid this type of situation in the
future?
a. Create training sessions at the start of the project, so all necessary skills are
learned.
b. List required skills for the project, and organize the project team based on
those skills.
c. Consult with the project sponsor to add training once the lack of a specific
skill becomes apparent.
d. Empower team members to problem solve where skills may be lacking,
using the skills they do have.
141. A projects’ daily standups are long, often lasting more than two hours. The
project team uses the standup meetings for extended discussions about solutions
to project obstacles. What should the Project Manager do to improve the daily
standup meetings?
a. Invite department managers to participate in the team members’
discussions in order to identify solutions in a business-like manner.
b. Request shorter discussion time during each standup, leaving more time for
working.
c. Insert a new team member who will manage obstacles and meetings to
discuss possible solutions.
d. Coach team members that they have the opportunity to shorten all standup
meetings and improve their method for identifying solutions.

142. A new resource is assigned to fill in for a resource who is leaving. The new
resource will be working on a small project that is critical to a larger program
milestone. Unfortunately, there is a rumor that the new resource may be a
problem, due to a lack of skills. In which manner the Project Manager respond to
this rumor?
a. Assess the new resource’s communication skills to evaluate their ability to
perform acceptably as part of the project team.
b. Meet with the new resource to discuss their skills and then determine how
they can contribute to the project.
c. Privately ask the project management office (PMO) to assign a different
resource with better skills.
d. Meet with the functional manager of the new resource to discuss the
rumor and see if it is true.
143. A team member has been absent for a week without providing notification and
could not be reached by email or phone. Due to the absence, several successor
activities are behind schedule, impacting the project’s critical path. How should
the Project Manager respond to this situation?
a. Add a new resource who can complete the work package in a professional
manner.
b. Discuss the situation with the team member, and work with them to
identify a workable solution.
c. Require that the team member complete the work package more quickly
when they return.
d. Ask the functional manager for additional support on the project, including
assignment of a new resource.

144. The Project Manager is uncertain about the project's duration for a new product
and consults several groups of subject matter experts (SMEs). The first group
advises that development can be finished in 40 days. The second group identifies
some risks that could make the duration up to 60 days. The third group proposes
a new development method that can shorten the time to 20 days. What is the
estimated development duration for the new product?
a. 20 Days
b. 40 Days
c. 60 Days
d. 30 Days
145. The Project Manager is uncertain regarding the duration of a new project and
consults several subject matter experts (SMEs) groups. The first group proposes
that development can be finished in 29 days. The second group identifies some
risks that could make the duration up to 46 days. The third group offers a new
development method that can shorten the time to 18 days. Using the Triangular
estimation technique, what is the estimated development duration for the new
product?
a. 28 Days
b. 31 Days
c. 32 Days
d. 36 Days

146. The Project Manager is uncertain regarding the duration of a new product
development project and consults several subject matter experts (SMEs) groups.
The first group advises that development can be finished in 14 days. The second
group identifies some risks that could make the duration up to 32 days. The third
group suggests a new development method that can shorten the time to 8 days.
What is the expected development duration for the new product using the Beta
estimation technique?
a. 12 Days
b. 16 Days
c. 14 Days
d. 20 Days

147. A product passes 99% percent of the functional requirements defined in the
scope. A customer is unwilling to accept the product since it did not pass 100%. A
Project Manager is assessing what could have been done differently to avoid this.
What should the Project Manager have done?
a. Properly evaluated the test management plan.
b. Produced the work breakdown structure (WBS).
c. Defined and communicated the quality metrics.
d. Verified the requirements documentation.
148. A project is utilizing a third-party contractor. A member of the contractor's team
raises an issue with a member of the project team. The two individuals are not
able to work out a solution. The Project Manager is aware of the disagreement.
Which type of communication should the Project Manager use first when
contacting the vendor about this issue?
a. Face-to-face
b. Phone
c. Contractual Letter
d. Email

149. A software vendor is behind on a key project deliverable. There is a 21% buffer in
the budget for cost overruns. The Project Manager needs to mitigate the issue.
Which action should the Project Manager take next?
a. Evaluate alternative software vendors that can help project deliverables
despite resource constraints.
b. Remove the current vendor and have the new vendor send a contract.
c. Ask the vendor to meet to discuss legal issues regarding the slippage.
d. Accept the cost overrun and update the project schedule.

150. A project needs a specialized resource. A resource that fits the needs of the
project is identified, and can work onsite, but lives in another country. The visa
process was expected to take weeks but is now taking months. What should the
Project Manager do?
a. Ask the existing team to work overtime.
b. Place a limit on the project's scope.
c. Put the project on hold by an equivalent duration.
d. Request that the resource work virtually.
151. To determine which product to create, a project feasibility study was conducted.
However, a change request was recently approved to develop another product
that contradicts the original requirements. Data specialists conducted an analysis
before the change request was approved. What is an appropriate action for the
Project Manager to take?
a. Perform the change request.
b. Do not accept the change request.
c. Review a detailed report of the data analysis.
d. Review a feasibility study of the new product.

152. A project that should have been 70 percent complete by now is only 55 percent
complete. The total project budget is US$210,000, and the actual cost spent to
date is US$162,000. What is the scheduled performance index (SPI) and cost
performance index (CPI) of this project?
a. The SPI is 0.79, and the CPI is 0.71.
b. The SPI is 1.27, and the CPI is 0.98.
c. The SPI is 0.82, and the CPI is 1.05.
d. The SPI is 0.99, and the CPI is 0.96.

153. A project that should have been 90 percent complete by now is only 84 percent
complete. The total project budget is US$110,000 and the actual cost to date is
US$82,000. What is the schedule performance index (SPI) and cost performance
index (CPI) for this project?
a. The SPI is 0.93, and the CPI is 1.13.
b. The SPI is 1.07, and the CPI is 0.99.
c. The SPI is 1.15, and the CPI of 0.93.
d. The SPI is 0.96, and the CPI is 1.18.
154. A project that should have been 95 percent complete by now is only 80 percent
complete. The total project budget is US$140,000 and the total spent to date is
US$95,000. What is the schedule performance index (SPI) and a cost performance
index (CPI) of the project?
a. The SPI is 0.86, and the CPI is 1.14.
b. The SPI is 1.19, and the CPI is 0.96.
c. The SPI is 0.84, and the CPI is 1.18.
d. The SPI is 0.94, and the CPI is 1.16.

155. A Project Manager is working on a software development project. Two customers

are repeatedly submitting new feature requests. The completed scope definition
for the product's next version release has already been provided to stakeholders.
What should the Project Manager do next?
a. Ask to meet with the product manager, and discuss reducing the number of
new requests.
b. Meet with the sponsor immediately to discuss project boundaries.
c. Meet face-to-face with stakeholders to set expectations.
d. Assess the scope management plan to see how changes in scope are
managed.

156. A project has the following budgetary features:

I. Total budget of US$3 million
II. Planned value of US$630,000
III. Actual cost of US$650,000
IV. Earned value of US$540,000
Which statement is true about this project?
a. It is under budget, and ahead of schedule.
b. It is over budget and behind schedule.
c. It is over budget and ahead of schedule.
d. It is under budget and behind schedule.
157. A Project Manager receives the following information for a new project:
I. assumptions
II. preliminary scope
III. restrictions
After receiving this information, what is the first step the Project Manager should
take?
a. Discern the project goals as well as the business case.
b. Determine the project team and provide the team with tasks.
c. Decide on the project schedule and determine the critical path.
d. Seek approval for the project charter from the sponsor.

158. A Project Manager recently joined a new project. This project has the following
characteristics:
I. Deadlines that are tight
II. Global team that works virtually
III. Fixed budget
The Project Manager is in the planning stage, and wants to avoid scope creep and
keep the team focused on delivering a product that meets requirements. What
should the Project Manager do to achieve this goal?
a. Ensure that any changes to scope go through the formal approval process.
b. Ensure that daily stand-ups occur, with all development teams.
c. Ensure that the development team leads generate detailed requirements.
d. Ensure that stakeholders do not directly interact with the development
team leads.
159. After a project delay, the Project Manager determines that a change is needed to
the product deliverables in order to ensure quality. The Project Manager takes
the following steps:
I. A formal change request is issued.
II. The Project Manager communicates the change to all stakeholders.
III. The Project Manager receives feedback that the communications approach
did not meet stakeholders' expectations.
What should the Project Manager do next?
a. Refer to the communications management plan, and issue a status report.
b. Ensure stakeholders' expectations are included in the project management
plan by issuing a change request.
c. Hold a meeting with the project sponsor to better understand stakeholders'
expectations.
d. Review the communications management and stakeholder engagement
plans to see if the processes were followed. An update to one or both plans
might be warranted.

160. The project sponsor reports that an element of a product could lead to moderate
health issues in customers. Therefore, the sponsor asks to modify production
materials. Which action should the Project Manager take?
a. Promptly implement the change and submit a change request for formal
documentation.
b. Refer to the Perform Integrated Change Control process to examine the
issue further.
c. Halt current production and initiate the Perform Integrated Change Control
process.
d. Do not fulfill the request because it will lead to scope creep.
161. There are necessary changes being requested to a project; however, team
members are not in agreement regarding how to implement the changes. The
Project Manager needs to address this issue. Which action should the Project
Manager take?
a. Use the change management plan and ensure all team members and
stakeholders understand and follow it.
b. Schedule an in-person meeting with the project sponsor and the board to
address the issue.
c. Hold a meeting with team members to assess the issues and request
changes where needed.
d. Ensure all requested changes are applied to the project and communicate
face-to-face with all team members.

162. A Project Manager with limited experience managing globally distributed team
members receives a project that has team members from five countries, spanning
three continents. To successfully manage this project, the Project Manager needs
to develop cultural sensitivity. What should the Project Manager do?
a. Be flexible when working with team members, recognize that culture is
learned, and be aware of local customs.
b. Seek guidance from the human resource department, and request to be
certified in this topic.
c. Request for another Project Manager to lead the project and follow behind
this person to gain necessary skills.
d. Gather requisite learning material to better understand every detail of each
team member's culture to be sensitive to their needs.
163. A project is completed, but the Project Manager and project team members are
being asked to do the following:
I. Troubleshoot and resolve technical issues
II. Evaluate new requirements
III. Make minor adjustments
The Project Manager needs to ensure that the product developed by the project
now has operational support. What should the Project Manager do?
a. Since the product is still under development, continue to fulfill the
requests.
b. Procure project acceptance.
c. Contact the project team, dismiss them from the project, and find a new
project.
d. Execute the project hand off.

164. A project has the following characteristics:

I. It's being executed by the project team.
II. 500 products have been developed based on the originally-approved
blueprint.
III. The project team randomly selected 50 products to evaluate against the
quality plan.
What is occurring in this scenario?
a. The project team is performing inspections.
b. The project team is utilizing statistical sampling.
c. The project team is conducting audits.
d. The project team is undertaking a manage quality measure.
165. A Project Manager has the following situation:
I. A very long project management plan is drafted.
II. Stakeholders on the project are spread across three continents.
III. The Project Manager needs the stakeholders to approve the plan in as short
of time as possible.
What is an appropriate course of action for the Project Manager to take?
a. Divide the plan into sections and based on their areas of expertise, ask
select stakeholders to review particular portions.
b. Send the plan to each stakeholder individually and ask them to add their
comments and return it for updating.
c. Arrange a meeting with all stakeholders and have the stakeholders review
the plan before the meeting.
d. Schedule individual meetings and invite only the key stakeholders, and walk
them through the plan.

166. A Project Manager has identified the following:

I. Four critical risks with a high-impact.
II. Four specific resources necessary for addressing the risks.
III. The resources are committed to another project with critical deliverables.
The Project Manager must find a solution to address these risks immediately.
Which actions should the Project Manager take?
a. Check to see if the resources will be available when the risks are scheduled
to occur and work with the functional manager to see if other resources are
available to handle the risks if they happen.
b. Contract a third-party vendor and assign this vendor to these tasks.
c. Accept the risks and monitor these risks often to reduce potential impact.
d. Create a contingency reserve to solve the potential schedule delay and
mitigate the possible impact.
167. A project has a quality management plan in place. This plan states that project
deliverables must be reviewed for quality at least five business days before the
deadline. Four deliverables have missed this quality requirement. What should
the Project Manager do?
a. Generate a cause-and-effect diagram for analysis.
b. Re-write relevant portions of the quality management plan.
c. Inquire regarding the feasibility of an internal audit of the project.
d. Contact the project sponsor, and request advice.

168. Several team members frequently spend their time helping operations and
maintenance staff with a project feature that was just commissioned. The Project
Manager needs to ensure that the feature was signed off on and that ownership
was transferred. Which documents should the Project Manager rely on for this
purpose?
a. Procurement agreements, organizational process assets updates, and final
report.
b. Procurement agreements, organizational process assets updates, and
project document updates.
c. Stakeholder engagement plan, organizational process assets updates, and
procurement agreements.
d. Project document updates, organizational process assets updates, and final
report.
169. The Project Manager joins a project as a replacement on a project team. During
initial meetings, the Project Manager realizes there are many differing opinions
about how to address technical decisions. Team members do not respect each
other's ideas, and the environment is becoming counterproductive. However, the
team developed processes and procedures and is now working smoothly and
productively on the project without conflict or interruption. In which phase of
development is the team?
a. Forming
b. Storming
c. Norming
d. Performing

170. A Project Manager is presented with the following situation:

I. An iteration just ended.
II. A team member tells the Project Manager that a planned task is not
complete due to an issue that appeared 4 days ago that was not resolved.
The Project Manager wants to prevent this scenario in the future. When is an
appropriate time to discuss this issue?
a. During the retrospective.
b. In the demo.
c. During the next iteration planning meeting.
d. In the next daily standup meeting.
171. A project has the following characteristics:
I. Schedule performance issues are occurring due to expertise levels of
project resources.
II. Highly-experienced resources are reviewing unnecessary details.
III. Junior-level resources are not completing tasks in a timely manner.
The Project Manager needs to enhance team performance. What should the
Project Manager do?
a. Where necessary, have the senior-level resources help the inexperienced
resources.
b. Where necessary, implement training, and design a checklist for all team
members.
c. Where necessary, replace specific junior-level resources, and advise the
senior-level resources.
d. Where necessary, conduct training for the junior-level staff members.

172. An informal and unofficial blog was set up to enhance communication and morale
among project team members. The Project Manager was not previously aware of
the blog but has discovered that team members are using it inappropriately.
What should the Project Manager do?
a. Review the blog and assess the communications management plan.
b. Reprimand all individuals involved, and report the issue to the compliance
office.
c. Close down the blog, as it is not part of the communications management
plan.
d. Identify an administrator who can monitor communications on the blog.
173. A key project resource is discussing the complexity of project deliverables with
the Project Manager 1.5 weeks before the kick-off call. The resource expresses
nervousness and concern regarding the deliverables. The Project Manager wants
to ensure that the deliverables are realistic. What is the appropriate action to
take?
a. Implement a feasibility study, and then assess and review the results.
b. Hold a meeting with the project sponsor to discuss the resource's concerns,
and revise the project charter.
c. Ensure that the concerns are documented in the issue log for later review.
d. Start to identify threats and preventive actions by performing a risk
assessment.

174. Four new risks for a project are identified while the Project Manager is preparing
the monthly project status report. These four risks could affect vital key
milestones. What should the Project Manager do before presenting this new risk
information?
a. Review the risk report and lessons learned repository.
b. Review the organizational process assets and risk register.
c. Refer to the risk management plan and the risk report.
d. Add risks to the risk register, analyze them for impact to the project and
identify response plans.

175. A project that is nearing completion has the following characteristics:

I. It is very large.
II. It contains functional groups in five different countries.
III. Closeout documents are being prepared.
The Project Manager needs to gain acceptance of the project deliverables. What
should the Project Manager do?
a. Seek the project sponsor's sign off.
b. Contact the steering committee for sign off.
c. Seek sign off from the director of the Project Manager's business unit.
d. Contact managers from the five countries involved in the project for sign
off.
176. During a kick-off, the Project Manager provided training for the entire team
regarding the specifics of the company operations that the project supports. A
year later, project productivity is suffering because members who were added
later in the project do not have the same level of understanding. How should the
Project Manager respond to this challenge?
a. Tell the newer team members to ask for help from the long-term members
when they run into things they do not understand.
b. Ask current team members to provide training and support, and hold a
second kick-off meeting for new team members.
c. Add new members who have the relevant experience, reassign the newer
team members, and log turnover issues in the lessons learned register.
d. Recognize that this is a natural project progression, and revise the schedule
to allow for the slight decrease in productivity.

177. A project has increased in size. As a result, the project's single sponsor is replaced
by a steering committee. What should the Project Manager do to accommodate
this new development?
a. Ensure that the communications and stakeholder engagement plans are
revised to include the new steering committee members.
b. Ensure that the initial project plan is followed, since the new stakeholders
will focus on the project’s progress to date.
c. Introduce the steering committee to the team and continue to follow the
initial project plan in order to meet project deadlines.
d. Make sure that the new steering committee members are included when
sending the current status report for the project.
178. During user testing, a client agrees to the final product. One day later the client
indicates that the final product may not be acceptable. What should be the
Project Manager’s first step for resolving this issue?
a. Discuss concerns with the client and consult the project’s acceptance
criteria.
b. Review the project's quality management plan.
c. Review the project’s requirements documentation.
d. Refer to the project charter and lessons learned register.

179. Both the project sponsor and project team assure a Project Manager that the new
project has a realistic schedule and an adequate budget. The Project Manager
worries that unplanned events could threaten the project’s success. How should
the Project Manager respond to this concern?
a. Review the original project plan and focus on completing the plan on
schedule.
b. Ask for additional funding to cover project planning.
c. Schedule a meeting with the functional manager to address the potential
impact of unplanned risks.
d. List and assess any project risks.

180. The Project Manager has a large project with functional groups in four countries.
Now that the project is close to completion, the Project Manager needs to obtain
the correct signoff on the acceptance of project deliverables. What should be
done to obtain the appropriate signoff on this project?
a. Ask the project sponsor to sign off.
b. Ask the steering committee to sign off.
c. Ask the director of the Project Manager's business unit to sign off.
d. Ask for signoff from the managers of the four countries involved in the
project.
181. After the start of a project, the Project Manager learns that an expected
governmental subsidy may not be available. What should the Project Manager do
to address this issue?
a. Log the risk.
b. Make sure that the information is added to the issue log.
c. Make up any project deficit using the contingency reserve.
d. Make a change request.

182. Three project teams are working on parts of a single project. The parts are highly
dependent on each other. The leader of the team indicates that this might create
conflicts when the outputs from the three teams are combined. The Project
Manager needs to provide guidance to the team lead. What guidance should be
offered?
a. The team lead should identify potential conflicts, and arrange for a weekly
joint meeting with the members of the three teams to monitor each other’s
work.
b. The team lead should decide which team’s work should be prioritized, then
delay the work from the other two teams to ensure there are no conflicts.
c. The team lead should document conflicts as they occur, and take action to
remedy any problems that arise.
d. The team lead should tell all three teams to continue to work
simultaneously, recognizing that conflicts can be addressed at the testing
phase.