Project Management Professional practice questions

1. Question 1 of 25

   A project manager leads a software development project in a hybrid environment. During project planning, the project manager identified a risk where a technical resource for a critical path item may not be available when needed. One week before the resource is needed, the technical engineer had a personal emergency and had to take a leave. What should the project manager do next?

   • AConsult the risk register for an appropriate planned risk response and implement.
   • BRevise the project management plan and move the task to a time when the technical resource will be available.
   • CReview the business requirement with stakeholders and exclude the task assigned to the technical resource.
   • DUpdate the lessons learned report and the risk log to reflect that this risk has materialized.

   Show answer

   Correct answer: A

   How others answered

   • A99%

   Explanation

   Hint is PM already identified this risk during Project Planning. Output of Identify Risk process is Risk register. Basically, a good PM w/ 4 values & 12 principles under PMI languages need to do this task with due diligent thus Risk register can be used later as sufficient reference regarding risk response plan when relevant risk happen. A is still the correct answer.

   Adapted from community discussion by Hao2 · 2024-09-19 · 26 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 1 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. H

      Hao2

      2024-09-19

      Selected A26 upvotes

      Hint is PM already identified this risk during Project Planning. Output of Identify Risk process is Risk register. Basically, a good PM w/ 4 values & 12 principles under PMI languages need to do this task with due diligent thus Risk register can be used later as sufficient reference regarding risk response plan when relevant risk happen. A is still the correct answer.

   2. K

      karimSafergany

      2023-01-22

      Selected A3 upvotes

      because one of my responsibilities as project manager to keep the project undergoing with specific cost and time, and this cannot happen without keeping the Critical path going at time scheduling and the plan

   3. A

      Acumen88

      2023-06-07

      3 upvotes

      Considering that the risk has been identified during project planning, the PM needs to consult the risk register to ascertain if there is a response to this risk. The answer is A.

   4. H

      hatanaoki

      2024-06-01

      Selected A2 upvotes

      A is correct. From Takedajuku perspective, if you study for 4 days and spend 2 days reviewing, you will have a better chance of passing the exam.

2. Question 2 of 25

   A project team member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented. What should the project manager do?

   • AAsk the team member to learn the new system as on-the-job training.
   • BIssue a change request to extend the project schedule.
   • CEscalate the team member's performance to the project sponsor.
   • DAssign an experienced resource to support the team member.

   Show answer

   Correct answer: D

   How others answered

   • D81%
   • A19%

   Explanation

   Option A: The project is at Risk of delay but has not been affected yet. Means there is still time for improvement. Cheapest and motivating team development method shall On Job training. Option D should be when dealing with impact of risk.

   Adapted from community discussion by WhiteTable · 2023-08-25 · 15 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 2 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. W

      WhiteTable

      2023-08-25

      15 upvotes

      Option A: The project is at Risk of delay but has not been affected yet. Means there is still time for improvement. Cheapest and motivating team development method shall On Job training. Option D should be when dealing with impact of risk.

   2. S

      Sambhav

      2024-10-03

      4 upvotes

      Correct Answer: D Let's catch the keywords, question keywords: project is at risk. Now in option, B and C, keywords are extend date and esclate which should be the last resorts. Now we're left with only A and C viable option. Now if we go with Option A (Ask the team member to learn the new system as on-the-job training) could further delay the project and might not be effective without proper guidance or support. Assigning an experienced resource (Option D) ensures the team member gets the necessary help to complete tasks on time, without significantly impacting the project schedule.

   3. V

      vinuuvasu

      2024-03-09

      4 upvotes

      Correct Answer A. Ask the team member to learn the new system as on-the-job training Like all others I also got fooled with option D. But the key is to understand what is On-The-Job Training. It means NEW employees learning SKILLS under supervision of GUIDE or MENTOR. Option D says experienced resource mentors the new employee. But Option A uses PMP terminology and this has mentoring involved in it.

   4. K

      Killah_B

      2024-06-06

      Selected D3 upvotes

      Option D. The project is already at a high-risk of being delayed meaning there isn't time for the employee to learn the new system through on-the-job training. To ensure the project is not delayed and meets the deliverable deadline, assign an experienced resource to mentor and assist the employee. This could include teaching them the system while keeping the project on track.

3. Question 3 of 25

   A project manager is managing a few innovation projects with a high level of uncertainty. The project manager is experiencing challenges with the large number of change requests issued due to the nature of the project. What should the project manager do?

   • AReduce the number of approvers required to implement a change request
   • BRequest sponsor approval for all change requests to reduce the number of changes
   • CInitiate the number of iterations to reduce the number of change requests
   • DAdd a fixed number of change requests allowed by the client on the project baseline

   Show answer

   Correct answer: C

   How others answered

   • C67%
   • D22%

   Only 67% agreed on this answer — treat it as contested rather than settled.

   Explanation

   "Initiate the number of iterations to reduce the number of change requests" means to increase the number of iterations or review cycles during the project's planning or execution phase to reduce the number of change requests later on in the project. Iterative development is a project management approach that involves breaking down a project into smaller chunks or iterations, each with its own set of deliverables, timelines, and feedback mechanisms. By completing each iteration and getting feedback, the project team can identify issues and address them before moving onto the next iteration. This process can help to reduce the number of change requests that arise later in the project. By initiating more iterations, the project team can catch potential issues earlier in the project and make necessary adjustments. This can help to minimize the need for change requests, which can be time-consuming and expensive. Therefore, initiating more iterations can help to reduce project risks and improve the overall project outcomes.

   Adapted from community discussion by Sumit182 · 2023-03-19 · 7 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 3 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. S

      Sumit182

      2023-03-19

      7 upvotes

      "Initiate the number of iterations to reduce the number of change requests" means to increase the number of iterations or review cycles during the project's planning or execution phase to reduce the number of change requests later on in the project. Iterative development is a project management approach that involves breaking down a project into smaller chunks or iterations, each with its own set of deliverables, timelines, and feedback mechanisms. By completing each iteration and getting feedback, the project team can identify issues and address them before moving onto the next iteration. This process can help to reduce the number of change requests that arise later in the project. By initiating more iterations, the project team can catch potential issues earlier in the project and make necessary adjustments. This can help to minimize the need for change requests, which can be time-consuming and expensive. Therefore, initiating more iterations can help to reduce project risks and improve the overall project outcomes.

   2. A

      Annetarsi

      2023-08-18

      10 upvotes

      An iterative approach makes sense, so understand the rationale, but "initiate the number of iterations" makes no sense. What does that mean? It's either bad sentence structure or just misleading on purpose.

   3. D

      Davard

      2024-01-23

      Selected C6 upvotes

      Weird wording, but the use of iterative development allows for continuous feedback and adjustments throughout the project. By breaking the project into iterations, the project manager can incorporate changes more smoothly and efficiently, reducing the need for a large number of change requests. Option A suggests reducing the number of approvers, which might not address the root cause of the challenges. Option B proposes requiring sponsor approval for all change requests, which might slow down the project and hinder its adaptability to uncertainties. Option D involves adding a fixed number of change requests to the project baseline, which may not be suitable for innovation projects with high uncertainty.

   4. B

      bug_bloke

      2023-08-02

      Selected C2 upvotes

      C, "Initiate the number of iterations to reduce the number of change requests." Innovation projects often involve a high level of uncertainty, and it can be challenging to accurately define all requirements and details upfront. In such cases, the project manager can adopt an iterative approach to manage the project effectively. By breaking the project into smaller, manageable iterations, the team can focus on delivering incremental results while continuously learning and adapting based on feedback and changing requirements. Through iterations, the project team can gather valuable insights, test assumptions, and refine the project's direction. This can potentially lead to a reduction in the number of change requests over time as the project evolves based on the gained knowledge and experience.

4. Question 4 of 25

   A project team is in the planning phase of a product migration project. The project manager schedules a meeting with the project team, telecommunications team, and the department leaders with group product accounts. The purpose of the meeting is to determine the project timeline based on how much content needs to be transferred to or created in the new system and the processing procedures and time frames. Who should the project manager also invite to the meeting?

   • ARepresentative from the provisioning team
   • BRepresentative from the network team
   • CRepresentative from the reimbursement team
   • DRepresentative from the service desk team

   Show answer

   Correct answer: A

   How others answered

   • A60%
   • B40%

   Only 60% agreed on this answer — treat it as contested rather than settled.

   Explanation

   The best choice is: A. Representative from the provisioning team Explanation: The provisioning team typically handles the setup, allocation, and preparation of resources for new systems or platforms. Since this meeting involves planning the migration timeline and determining the amount of content to be transferred or created, the provisioning team is critical for ensuring that the necessary infrastructure, resources, and accounts are properly provisioned in the new system. Why not the other options? • B. Representative from the network team: While the network team might be useful for addressing connectivity or bandwidth concerns, this is not explicitly part of the meeting’s purpose as described.

   Adapted from community discussion by Schwery · 2025-01-03 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 4 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. A

      Abdelmonm

      2024-01-11

      Selected A3 upvotes

      In a product migration project, the provisioning team is likely to play a crucial role in ensuring that products or services are appropriately set up or configured in the new system. Inviting a representative from the provisioning team to the meeting would allow for a comprehensive discussion on the timeline, content transfer, processing procedures, and related considerations for a successful migration. This helps in addressing potential challenges and dependencies related to provisioning activities during the planning phase.

   2. S

      Schwery

      2025-01-03

      Selected A2 upvotes

      The best choice is: A. Representative from the provisioning team Explanation: The provisioning team typically handles the setup, allocation, and preparation of resources for new systems or platforms. Since this meeting involves planning the migration timeline and determining the amount of content to be transferred or created, the provisioning team is critical for ensuring that the necessary infrastructure, resources, and accounts are properly provisioned in the new system. Why not the other options? • B. Representative from the network team: While the network team might be useful for addressing connectivity or bandwidth concerns, this is not explicitly part of the meeting’s purpose as described.

   3. K

      kevzzz

      2024-02-28

      Selected A2 upvotes

      The provisioning team collects information about the server's intended use, defines its desired state per business requirements, and connects each server to the required network and storage components to make it operational and business-ready.

   4. P

      Pmpjune152024

      2024-06-09

      Selected A2 upvotes

      The provisioning team is typically responsible for setting up and configuring new systems, which is crucial for a product migration project.

5. Question 5 of 25

   A project manager is assigned to a project. There was a lot of conflict regarding the status of the project and compliance with international regulations. During a regular meeting, the sponsor wanted to know how frequently the risks are being reviewed. Which document project manager should check first?

   • ARisk management plan
   • BRisk register
   • CIssue log
   • DRisk report

   Show answer

   Correct answer: A

   How others answered

   • A76%
   • B24%

   Explanation

   Sorry its A. Process for identifying, analyzing, responding to, and monitoring risks are part of risk management plan. Risk register only shows the current state not the frequency. Any thougts?

   Adapted from community discussion by cb4a6c4 · 2023-12-24 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 5 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. C

      cb4a6c4

      2023-12-24

      4 upvotes

      Sorry its A. Process for identifying, analyzing, responding to, and monitoring risks are part of risk management plan. Risk register only shows the current state not the frequency. Any thougts?

   2. 6

      6thEditionAndy

      2023-12-10

      Selected A3 upvotes

      The risk management plam outlines how risks are analysed, including the frequency

   3. T

      Trytrio

      2024-02-03

      Selected A1 upvote

      In this situation, where the project sponsor wants to know how frequently the risks are being reviewed, the project manager should check the Risk Management Plan (Option A) first. This document outlines how risk management processes will be conducted throughout the project, including the frequency of risk reviews. The Risk Management Plan provides the framework and guidelines for all risk-related activities, making it the appropriate first reference in this scenario.

   4. 5

      517f9da

      2024-05-14

      Selected A2 upvotes

      A. Risk management plan The risk management plan includes information on how often risks should be reviewed, along with methodologies, roles, and responsibilities.

6. Question 6 of 25

   A project manager has been hired to lead a governance consulting project that is in the initial phase. The project manager has been assigned to evaluate the supplier search activity. There are many interested candidates, including former suppliers and suppliers recommended by the sponsor. What should the project manager do in this situation?

   • AEvaluate suppliers who have worked successfully with the company before
   • BRequest the contracting area take charge of the supplier evaluation process
   • CPrioritize evaluation of the suppliers recommended by the sponsor
   • DEvaluate the suppliers based on their experience and skills in similar projects

   Show answer

   Correct answer: D

   How others answered

   • D83%
   • B17%

   Explanation

   D. Evaluate the suppliers based on their experience and skills in similar projects. Here's why: Objectivity: While former suppliers might have worked with the company previously, considering only their prior experience (option A) can lead to bias and limit options. Similarly, prioritizing the sponsor's recommendation (option C) might not guarantee the best fit for the project. **Contracting area involvement (option B) can be helpful for administrative tasks, but the project manager ultimately bears responsibility for supplier selection. Focusing on project needs: Evaluating suppliers based on their specific experience and skills in similar projects (option D) ensures a more objective and project-focused approach. This ensures you select a supplier who can deliver the required expertise and understanding of the project's context

   Adapted from community discussion by chlaithem · 2024-01-11 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 6 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. C

      chlaithem

      2024-01-11

      Selected D2 upvotes

      D. Evaluate the suppliers based on their experience and skills in similar projects. Here's why: Objectivity: While former suppliers might have worked with the company previously, considering only their prior experience (option A) can lead to bias and limit options. Similarly, prioritizing the sponsor's recommendation (option C) might not guarantee the best fit for the project. **Contracting area involvement (option B) can be helpful for administrative tasks, but the project manager ultimately bears responsibility for supplier selection. Focusing on project needs: Evaluating suppliers based on their specific experience and skills in similar projects (option D) ensures a more objective and project-focused approach. This ensures you select a supplier who can deliver the required expertise and understanding of the project's context

   2. 5

      517f9da

      2024-05-14

      Selected D1 upvote

      D. Evaluate the suppliers based on their experience and skills in similar projects Evaluating suppliers based on their experience and skills in similar projects ensures that the most qualified candidates are considered, leading to a more successful project outcome.

   3. P

      psvexam

      2023-12-28

      2 upvotes

      Ans D: Given that the question states that the Project manager was assigned to search, may be right answer is D.

   4. V

      victory108

      2024-10-15

      Selected D1 upvote

      D. Evaluate the suppliers based on their experience and skills in similar projects

7. Question 7 of 25

   Product implementation portions of a project are nearing completion. The project manager schedules a series of meetings to meet with the marketing management team. During the meeting, the marketing manager tells the project manager that some key members of the department will not be available to work on the implementation for the next 3 months. What should the project manager do?

   • AShift those key members and assign them to another project.
   • BCancel the meeting series until the marketing team provides a solution.
   • CConsult the project team and discuss the key team members’ availability.
   • DConsult the resource management plan and escalate to the sponsor.

   Show answer

   Correct answer: D

   How others answered

   • D63%
   • C38%

   Only 63% agreed on this answer — treat it as contested rather than settled.

   Explanation

   D. Consult the resource management plan and escalate to the sponsor (recommended): This is the most comprehensive approach. Here's why: Resource management plan: Reviewing the plan allows assessing whether alternative resources within the project team or organization can fill the temporary gap. Escalation to sponsor: If internal resources are unavailable, informing the sponsor early allows them to explore options like: Negotiating with the marketing team: The sponsor might have leverage to convince the marketing manager to prioritize the project even with limited resources. Hiring temporary staff: Depending on the budget and urgency, temporary replacements could be hired for the key missing roles. Adjusting the project schedule: Modifying the timeline with realistic milestones can be considered if necessary.

   Adapted from community discussion by chlaithem · 2024-01-11 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 7 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. C

      chlaithem

      2024-01-11

      Selected D4 upvotes

      D. Consult the resource management plan and escalate to the sponsor (recommended): This is the most comprehensive approach. Here's why: Resource management plan: Reviewing the plan allows assessing whether alternative resources within the project team or organization can fill the temporary gap. Escalation to sponsor: If internal resources are unavailable, informing the sponsor early allows them to explore options like: Negotiating with the marketing team: The sponsor might have leverage to convince the marketing manager to prioritize the project even with limited resources. Hiring temporary staff: Depending on the budget and urgency, temporary replacements could be hired for the key missing roles. Adjusting the project schedule: Modifying the timeline with realistic milestones can be considered if necessary.

   2. T

      Trytrio

      2024-02-03

      Selected D5 upvotes

      D....the resource management plan describes how to deal with people leaving the project. Since its near completion, the PM should inform the sponsor. This has nothing to do with escalation. First, finish something and then start somethign new.

   3. S

      sidje

      2024-05-27

      Selected D2 upvotes

      Le plan de gestion des ressources contient des informations sur la disponibilité des ressources, les plans de contingence et les approbations nécessaires pour les changements de ressources. En consultant ce plan, le chef de projet peut évaluer les options disponibles pour réaffecter les ressources ou ajuster le calendrier du projet. Le promoteur a l'autorité et la responsabilité de prendre des décisions importantes qui peuvent influencer la direction du projet. En faisant remonter la situation au promoteur, le chef de projet s'assure que les décisions prises sont alignées avec les priorités stratégiques de l'organisation et qu'un soutien adéquat est disponible pour résoudre les problèmes de disponibilité des ressources.

   4. M

      MonBouj

      2024-10-17

      Selected D1 upvote

      D. Consult the resource management plan and escalate to the sponsor. This option ensures that the project manager evaluates the resource management plan to understand the implications of the key members' unavailability and how it affects the project's timeline and deliverables. Escalating the issue to the sponsor is crucial, especially if the absence of these key team members could significantly impact the project's success. This approach allows for a strategic decision regarding resource allocation, potential adjustments to the project schedule, and any necessary support from higher management to resolve the resource issues.

8. Question 8 of 25

   At a daily standup on the second day of the sprint, the product owner asks one of the developers to add more functionality to a product backlog item that was committed to in the sprint planning. The product owner explains that the change is based on a discussion they had with a user, is critical, and should be delivered in the next release. What should the project manager do?

   • AAsk the product owner to provide more details in the standup.
   • BOrganize a workshop after the standup to assess the impact.
   • CPrepare a budget change request for additional resources.
   • DCreate a new product backlog item for the next sprint planning.

   Show answer

   Correct answer: B

   How others answered

   • B68%
   • D32%

   Only 68% agreed on this answer — treat it as contested rather than settled.

   Explanation

   You do not just immediately dive into adding and or changing the backlog with the product owner. You first before adding or modifying any item in the product backlog, you need to understand where the change or request is coming from and why it is needed. Is it a feedback from the users, a new requirement from the client, a technical debt, a regulatory change, or a market opportunity? What is the problem or the goal that the change or request is trying to solve or achieve? How does it relate to the product vision and the business value? By asking these questions, you can assess the relevance and the urgency of the change or request, and communicate with the stakeholders and the customers effectively.

   Adapted from community discussion by kevzzz · 2024-03-11 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 8 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. K

      kevzzz

      2024-03-11

      Selected B2 upvotes

      You do not just immediately dive into adding and or changing the backlog with the product owner. You first before adding or modifying any item in the product backlog, you need to understand where the change or request is coming from and why it is needed. Is it a feedback from the users, a new requirement from the client, a technical debt, a regulatory change, or a market opportunity? What is the problem or the goal that the change or request is trying to solve or achieve? How does it relate to the product vision and the business value? By asking these questions, you can assess the relevance and the urgency of the change or request, and communicate with the stakeholders and the customers effectively.

   2. A

      Abdelmonm

      2024-01-12

      Selected B2 upvotes

      In this situation, it's important to assess the impact of the requested change to understand how it affects the sprint commitment and the overall project. Organizing a workshop after the standup allows the team to discuss the proposed functionality, evaluate its impact on the current sprint, and collaboratively decide on the best course of action. This approach promotes transparency, collaboration, and informed decision-making within the agile framework. It also provides an opportunity to address the change in a structured manner without disrupting the ongoing sprint.

   3. C

      chlaithem

      2024-01-11

      Selected B1 upvote

      B. organizing a workshop after the standup offers the most balanced approach: Gather key stakeholders: Include the product owner, developers, and any other relevant individuals to discuss the proposed change comprehensively. Assess the impact: Analyze the effort required, impact on the sprint goals and workload, and feasibility of integrating the change within the current sprint. Consider alternatives: Explore alternative solutions like prioritizing existing backlog items, adjusting deadlines, or potentially deferring the change to a later release if deemed not critical for the next one. Align on a decision: Make a collaborative decision on how to proceed, ensuring everyone is informed and aligned with the chosen approach.

   4. J

      Jaya12

      2023-12-06

      Selected B3 upvotes

      By convening a workshop, the team can discuss the implications of accommodating the requested change in the ongoing sprint versus scheduling it for a subsequent sprint.

9. Question 9 of 25

   A project manager is part of a cross-functional agile team. Throughout the project, it has become obvious that team members from different functional units have different perspectives of what the outcome should be. What should the project manager do to resolve this?

   • ACheck to ensure the project outcome aligns with the project charter and statement of work (SOW).
   • BInvite the project sponsor to the sprint review to provide clarity on the sprint outcome.
   • CAsk the product owner to address the concerns about the project outcome during the sprint retrospective.
   • DSchedule a meeting with the stakeholders to determine a consensus regarding the outcome.

   Show answer

   Correct answer: D

   How others answered

   • D50%
   • A40%

   Only 50% agreed on this answer — treat it as contested rather than settled.

   Explanation

   Scheduling a meeting with stakeholders allows all parties to voice their perspectives and work towards a common understanding and agreement on the project outcome. This helps in aligning expectations and goals. In addition, directly involving stakeholders ensures that any misalignments are addressed promptly. Stakeholders can provide clarity on the overall vision and objectives of the project, ensuring that the team is moving in the right direction. On the other hand, Option A does not directly address the differing perspectives among team members. The team needs to understand and agree on these documents as well.

   Adapted from community discussion by UppersquareCapital · 2024-05-23 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 9 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

   1. U

      UppersquareCapital

      2024-05-23

      Selected D2 upvotes

      Scheduling a meeting with stakeholders allows all parties to voice their perspectives and work towards a common understanding and agreement on the project outcome. This helps in aligning expectations and goals. In addition, directly involving stakeholders ensures that any misalignments are addressed promptly. Stakeholders can provide clarity on the overall vision and objectives of the project, ensuring that the team is moving in the right direction. On the other hand, Option A does not directly address the differing perspectives among team members. The team needs to understand and agree on these documents as well.

   2. S

      Samtx99

      2023-12-21

      Selected D4 upvotes

      This is related to condenses and best option to engage the stakeholders

   3. T

      Trytrio

      2024-02-03

      Selected D1 upvote

      D In this situation, where team members from different functional units have different perspectives on the project outcome, the project manager should schedule a meeting with the stakeholders to determine a consensus regarding the outcome (Option D). This approach involves engaging directly with all relevant parties to discuss and align their expectations and perspectives. By facilitating a meeting focused on reaching a consensus, the project manager can ensure that the project is progressing towards a commonly agreed-upon goal, which is crucial in a cross-functional agile environment.

   4. F

      FredDurst

      2023-12-21

      Selected D2 upvotes

      Option A is incorrect because checking to ensure the project outcome aligns with the project charter and statement of work (SOW) may not address the different perspectives of team members from different functional units

10. Question 10 of 25

    A project presently in the testing stage is nearing the closing phase, which will transition the completed project to the company's operations support team. However, many new members have just been added to the operations support team who are not familiar with the project and the project's acceptance is now at risk. What should the project manager do to mitigate this transition risk?

    • ARequest the steering committee to reevaluate the feasibility of transitioning and closing the project given the personnel changes on the operations support team.
    • BRequest the steering committee to train only the selected operations team members who are familiar with the project and then train the new team members separately.
    • CRequest the steering committee to exclude the new team members during the transition and train the new members after the planned transition is completed
    • DRequest the steering committee to authorize an early project deployment (i.e., a “beta” transition release) and engage the operations support team in the early release.

    Show answer

    Correct answer: D

    How others answered

    • D86%

    Explanation

    The answer is D A "beta" deployment allows the new operations team members to gain practical experience with the project before it fully transitions to their support. This hands-on experience is the most efficient way for them to familiarize themselves with the project and its complexities. Risk mitigation: Identifying and addressing any issues through the "beta" release minimizes potential disruptions and risks during the official transition and ensures smoother handover to the operations team. Feedback loop: Engaging the new team members in the early release opens a valuable , Their insights can help identify areas for improvement in the project documentation, training materials, or handover process, leading to a better overall transition experience. Steering committee buy-in: By acknowledging the potential challenge and presenting a proactive solution, the project manager demonstrates ownership and responsibility, increasing the likelihood of gaining the steering committee's support.

    Adapted from community discussion by chlaithem · 2024-01-11 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 10 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. C

       chlaithem

       2024-01-11

       Selected D2 upvotes

       The answer is D A "beta" deployment allows the new operations team members to gain practical experience with the project before it fully transitions to their support. This hands-on experience is the most efficient way for them to familiarize themselves with the project and its complexities. Risk mitigation: Identifying and addressing any issues through the "beta" release minimizes potential disruptions and risks during the official transition and ensures smoother handover to the operations team. Feedback loop: Engaging the new team members in the early release opens a valuable , Their insights can help identify areas for improvement in the project documentation, training materials, or handover process, leading to a better overall transition experience. Steering committee buy-in: By acknowledging the potential challenge and presenting a proactive solution, the project manager demonstrates ownership and responsibility, increasing the likelihood of gaining the steering committee's support.

    2. T

       Trytrio

       2024-02-03

       Selected D3 upvotes

       To mitigate the transition risk due to new members in the operations support team, the project manager should request the steering committee to authorize an early project deployment (i.e., a “beta” transition release) and engage the operations support team in the early deployment. This approach allows for a more hands-on and practical training experience for the new team members, ensuring they are familiar with the project during the actual transition. It also provides an opportunity for addressing any issues or gaps in understanding before the final transition.

    3. C

       cb4a6c4

       2023-12-03

       Selected D4 upvotes

       nearing the closing phase, which will transition the completed project to the company's operations support team. - By the time the project is completed the operation team would have hands on and would be ready to take over.

    4. 5

       517f9da

       2024-05-14

       Selected D2 upvotes

       D. Request the steering committee to authorize an early project deployment (i.e., a “beta” transition release) and engage the operations support team in the early release An early project deployment or "beta" transition release can help familiarize the operations support team with the project in a controlled manner, allowing them to gain practical experience and reducing the risk associated with the final transition.

11. Question 11 of 25

    A project manager is working on a project to scale an operation globally. This endeavor required multiple interviews with various stakeholders. During the user story creation phase, the product owner met with multiple stakeholders who had different opinions about the requirements. How should the project manager address this situation?

    • AAsk the product owner to create the backlog.
    • BUse a voting system for stakeholders.
    • CPerform a stakeholder identification analysis.
    • DLimit the participation from stakeholders.

    Show answer

    Correct answer: C

    How others answered

    • C52%
    • B48%

    Only 52% agreed on this answer — treat it as contested rather than settled.

    Explanation

    According to PMI-PMP, when the product owner meets with multiple stakeholders who have different opinions about the requirements during the user story creation phase, the project manager should take the following action: C. Perform a stakeholder identification analysis. Performing a stakeholder identification analysis will help the project manager to identify the stakeholders who have conflicting requirements and prioritize their needs. This will help the project manager to create a plan to address the conflicting requirements and ensure that all stakeholders are satisfied with the final product. Asking the product owner to create the backlog may not be effective in resolving the conflicting requirements, using a voting system may not be appropriate in this situation, and limiting the participation from stakeholders may not be feasible or desirable.

    Adapted from community discussion by LongNH2904 · 2024-06-19 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 11 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. L

       LongNH2904

       2024-06-19

       Selected C3 upvotes

       According to PMI-PMP, when the product owner meets with multiple stakeholders who have different opinions about the requirements during the user story creation phase, the project manager should take the following action: C. Perform a stakeholder identification analysis. Performing a stakeholder identification analysis will help the project manager to identify the stakeholders who have conflicting requirements and prioritize their needs. This will help the project manager to create a plan to address the conflicting requirements and ensure that all stakeholders are satisfied with the final product. Asking the product owner to create the backlog may not be effective in resolving the conflicting requirements, using a voting system may not be appropriate in this situation, and limiting the participation from stakeholders may not be feasible or desirable.

    2. K

       kevzzz

       2024-03-11

       Selected C3 upvotes

       There is this preconceived notion that authoring user stories is confined to the requirements gathering phase. In fact, user stories post a critical role in communication between stakeholders and development teams throughout the development lifecycle. Stakeholder needs and concerns may change over time, so it’s important to be flexible and adapt the stakeholder engagement plan as required. Regularly monitor and evaluate engagement to make sure that stakeholders are satisfied, with their needs being addressed.

    3. A

       Abdelmonm

       2024-01-12

       Selected C2 upvotes

       In a situation where multiple stakeholders have different opinions about requirements, it's essential to perform a stakeholder identification analysis. This involves identifying and analyzing the interests, influence, and expectations of various stakeholders. By understanding the perspectives of different stakeholders, the project manager can facilitate collaboration and communication, helping to reconcile conflicting opinions and ensure that the user stories adequately capture the diverse requirements. Stakeholder analysis is a valuable tool to manage stakeholder expectations and create a shared understanding of project goals and priorities.

    4. S

       Schwery

       2024-08-07

       Selected C2 upvotes

       from GPT: C. Perform a stakeholder identification analysis. Why: Identify Key Stakeholders: Stakeholder identification analysis helps in understanding who the key stakeholders are, their influence, and their interest in the project. By knowing this, the project manager and product owner can prioritize whose opinions and requirements are most critical to the project's success. Here is why the other options are less preferable: B. Use a voting system for stakeholders: This might help in making decisions quickly, but it could also oversimplify complex issues and overlook the nuanced needs of key stakeholders.

12. Question 12 of 25

    A customer asks the project manager about opportunities to create business value. What should the project manager do first in order to provide the customer with an appropriate response?

    • AMeet with the sponsor to review the business case.
    • BExamine the business value throughout the project.
    • CMeet with the product owner to review the backlog.
    • DAsk the team to organize a spike to identify more value.

    Show answer

    Correct answer: A

    How others answered

    • A58%
    • C23%
    • B19%

    Only 58% agreed on this answer — treat it as contested rather than settled.

    Explanation

    According to PMI-PMP, when a customer asks the project manager about opportunities to create business value, the project manager should take the following action: A. Meet with the sponsor to review the business case. Meeting with the sponsor to review the business case will help the project manager to understand the customer's requirements and expectations. It will also help the project manager to identify opportunities to create business value and develop a plan to deliver the expected value. Examining the business value throughout the project, meeting with the product owner to review the backlog, or asking the team to organize a spike to identify more value may not be effective in providing the customer with an appropriate response.

    Adapted from community discussion by LongNH2904 · 2024-06-19 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 12 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. L

       LongNH2904

       2024-06-19

       Selected A4 upvotes

       According to PMI-PMP, when a customer asks the project manager about opportunities to create business value, the project manager should take the following action: A. Meet with the sponsor to review the business case. Meeting with the sponsor to review the business case will help the project manager to understand the customer's requirements and expectations. It will also help the project manager to identify opportunities to create business value and develop a plan to deliver the expected value. Examining the business value throughout the project, meeting with the product owner to review the backlog, or asking the team to organize a spike to identify more value may not be effective in providing the customer with an appropriate response.

    2. C

       c8ee0e6

       2024-07-13

       Selected A3 upvotes

       To provide the customer with an appropriate response about opportunities to create business value, the project manager should first: 1. Review the project's objectives and expected outcomes with the sponsor. 2. Understand the sponsor's perspective on the project's value proposition. 3. Refresh their knowledge of the business case, including the expected return on investment (ROI), cost savings, or other key performance indicators (KPIs). 4. Then, armed with this information, they can engage with the customer to discuss opportunities to create business value.

    3. U

       UppersquareCapital

       2024-01-16

       Selected A3 upvotes

       Reviewing the business case with the sponsor allows the project manager to understand the overall objectives, goals, and expected business value of the project. It provides insights into the customer's expectations and priorities. By examining the business case, the project manager can better identify opportunities for creating business value and align the project activities with the customer's strategic objectives. This step sets the foundation for making informed decisions throughout the project to maximize value delivery.

    4. U

       UppersquareCapital

       2024-05-24

       Selected A1 upvote

       The business case typically outlines the justification for the project, including expected benefits, costs, and strategic alignment with business goals. By meeting with the sponsor to review the business case, the project manager can ensure a clear understanding of the project's intended value and how it aligns with broader business objectives. This foundational understanding is essential for identifying and communicating opportunities to create business value. While examining business value throughout the project is important, it assumes an ongoing process rather than an initial step to address the customer's inquiry. This option is more about maintaining value focus during execution rather than providing an initial, structured response to a customer's question.

13. Question 13 of 25

    A project manager is working on the delivery of a solution that needs to be deployed to the public quickly. The project team is experienced, the stakeholders are supporting the delivery, and the customer is cooperating. What strategy should the project manager use to ensure on-time delivery of the solution?

    • AMeet with the customer to agree on the components of the solution and the priorities
    • BAsk the sponsor for support regarding the allocation of additional resources to finish on time
    • CHave a high-level plan for incremental deliveries and get the customer's feedback as early as possible
    • DHave a detailed plan of all milestones, deliverables, functionalities, and allocation of resources

    Show answer

    Correct answer: C

    How others answered

    • C66%
    • D31%

    Only 66% agreed on this answer — treat it as contested rather than settled.

    Explanation

    I think C is correct, but I am conflicted. I think the question is phrased oddly. PMI says D, the traditional waterfall route can be "possibly faster than an iterative and incremental approach when requirements are fully known up front." https://www.pmi.org/learning/library/erp-oracle-unified-method-approach-5990 but... the question does not say that is known up front. The stakeholders are engaged and involved so getting feedback from them in an iteration approach would yield on-time delivery of Business Value and would be considered "deployed to the public quickly", but not the completed project, which the question does not ask for either. Thoughts? Thoughts?

    Adapted from community discussion by thetailwind · 2022-10-13 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    • pmi.org documentation

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    Question 13 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. T

       thetailwind

       2022-10-13

       Selected C4 upvotes

       I think C is correct, but I am conflicted. I think the question is phrased oddly. PMI says D, the traditional waterfall route can be "possibly faster than an iterative and incremental approach when requirements are fully known up front." https://www.pmi.org/learning/library/erp-oracle-unified-method-approach-5990 but... the question does not say that is known up front. The stakeholders are engaged and involved so getting feedback from them in an iteration approach would yield on-time delivery of Business Value and would be considered "deployed to the public quickly", but not the completed project, which the question does not ask for either. Thoughts? Thoughts?

    2. A

       ANAS3796

       2023-05-22

       Selected C2 upvotes

       C. Have a high-level plan for incremental deliveries and get the customer's feedback as early as possible. By adopting an incremental delivery approach and seeking customer feedback early in the process, the project manager can obtain valuable input to guide the development and ensure alignment with the customer's requirements. This iterative approach enables early detection and resolution of any misunderstandings, potential issues, or changes in priorities, reducing the risk of rework or delays later in the project. This strategy capitalizes on the experienced project team, stakeholder support, and customer cooperation. It allows the project manager to leverage their expertise and foster collaboration between the project team and the customer throughout the development process, ensuring that the solution meets the customer's needs and expectations while maintaining a focus on timely delivery.

    3. J

       Jamrock

       2023-07-03

       5 upvotes

       The 1980's called and asked for its PM experience back. uncertainty is one aspect of using agile. Another reason is speed. (i.e. "...deployed to the public quickly).

    4. P

       psvexam

       2023-08-10

       4 upvotes

       D. Customer is cooperating. So it is assumed that they will get feedback in a timely manner. Team is experienced and all are in place. All they need is a meticulous plan with all milestones, deliverables, schedules and just adhere to the plan. So best answer is D.

14. Question 14 of 25

    A project manager is assigned to a critical software development project. The team is using a hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000. What should the project manager do?

    • AFast track the project
    • BAdjust the budget
    • CIntroduce a float
    • DAdjust the project time line

    Show answer

    Correct answer: A

    How others answered

    • A82%

    Explanation

    Project is behind schedule so this question considers techniques to compress project schedule which is either Fast Tracking (increases risks) or Crashing (increases cost). D could be an option, however timeline adjustment must go through Change Control. Another point, the question mentions "critical project", it might (not explicitly though) mean a tight deadline. There is no mentioning or factors not to use Fast Track.

    Adapted from community discussion by Tuanit · 2023-10-04 · 11 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    • pmi.org documentation

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    Question 14 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. J

       joesatriani

       2022-10-18

       37 upvotes

       Answer is A. SPI = EV/ PV. EV(US$500,000) / PV(US$550,000) = 0.9 So current SPI is < 1. It means behind schedule.

    2. T

       Tuanit

       2023-10-04

       Selected A11 upvotes

       Project is behind schedule so this question considers techniques to compress project schedule which is either Fast Tracking (increases risks) or Crashing (increases cost). D could be an option, however timeline adjustment must go through Change Control. Another point, the question mentions "critical project", it might (not explicitly though) mean a tight deadline. There is no mentioning or factors not to use Fast Track.

    3. A

       Aish_

       2024-09-23

       Selected A4 upvotes

       Voting for Fast Tracking. If the project is almost completed, and there is a schedule variance (earned value is less than planned value) at the end of Sprint 3, fast tracking becomes a suitable option to expedite the remaining tasks and bring the project back on track Option D (Adjust the project timeline) could still be valid in certain situations, especially if the project is not close to completion or if fast tracking is not feasible due to resource constraints or risks associated with overlapping tasks. However, since the project is almost over, adjusting the timeline may not provide sufficient time to recover from the schedule variance.

    4. A

       Adeshola1960

       2022-12-13

       4 upvotes

       I will choose D. SPI = EV/ PV. EV(US$500,000) / PV(US$550,000) = 0.9 So current SPI is < 1 which means the project is behind schedule. Note, the project is a critical software development project, and fast-tracking (concurrently doing tasks) might affect the project negatively.

15. Question 15 of 25

    A project manager is managing the scope of the project and creating a work breakdown structure (WBS) with the team members. How should the project manager organize the WBS?

    • ACustomer oriented
    • BTeam oriented
    • CCost oriented
    • DDeliverable oriented

    Show answer

    Correct answer: D

    How others answered

    • D84%
    • A16%

    Explanation

    pmi say it is deliverable orientedPMI. https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979 A WBS, as defined in the PMBOK® Guide—Third Edition is “a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. The WBS is decomposed into work packages. The deliverable orientation of the hierarchy includes both internal and external deliverables.”

    Adapted from community discussion by Satyabrata_Paul · 2023-10-28 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    • pmi.org documentation

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    Question 15 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. S

       Satyabrata_Paul

       2023-10-28

       Selected D3 upvotes

       pmi say it is deliverable orientedPMI. https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979 A WBS, as defined in the PMBOK® Guide—Third Edition is “a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. The WBS is decomposed into work packages. The deliverable orientation of the hierarchy includes both internal and external deliverables.”

    2. J

       JMCCRAY

       2023-05-02

       Selected D2 upvotes

       D. Deliverable oriented The work breakdown structure (WBS) should be organized in a deliverable-oriented manner, meaning that it should be structured around the project's final deliverables. This approach breaks down the project into manageable, smaller components that can be planned, executed, and controlled. By organizing the WBS in a deliverable-oriented manner, the project manager can identify all of the components required to complete the project and ensure that all necessary work is included. This approach also helps the project team to understand the project's scope and deliverables and provides a clear framework for planning and tracking progress.

    3. J

       josephsafiran

       2024-01-10

       Selected D2 upvotes

       The project manager should organize the Work Breakdown Structure (WBS) as D. Deliverable oriented. A deliverable-oriented WBS organizes and defines the total scope of the project, and represents the work specified in the currently approved project scope statement. Each descending level in the WBS represents an increasingly detailed definition of the project work. This approach helps ensure that no deliverables are missed and that all work performed is aligned with the project’s objectives. However, the project manager should also consider the specific circumstances and dynamics of the project and the team when deciding on the best way to organize the WBS

    4. O

       Only12go

       2023-10-20

       Selected D3 upvotes

       D. Deliverable oriented The Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The primary purpose of a WBS is to organize and define the total scope of the project in terms of deliverables, so it is deliverable-oriented.

16. Question 16 of 25

    During an iteration review session, some product features are at risk of being canceled due to high operational costs when the product is launched into a production environment. What type of analysis should the project lead have conducted to avoid this situation?

    • ABenefits analysis
    • BRisk analysis
    • CCapacity analysis
    • DGap analysis

    Show answer

    Correct answer: B

    How others answered

    • B52%
    • A48%

    Only 52% agreed on this answer — treat it as contested rather than settled.

    Explanation

    The project lead should have conducted a B. Risk analysis. This type of analysis would have helped identify potential issues, such as high operational costs, that could pose a risk to the project. By identifying these risks early, the project team can develop strategies to mitigate them and avoid situations like the one described. However, it’s important to note that risk analysis should be an ongoing process throughout the project, as new risks can emerge at any time.

    Adapted from community discussion by josephsafiran · 2024-01-10 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    • pmi.org documentation

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    Question 16 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. W

       Wakeupsid

       2025-01-08

       Selected B1 upvote

       A risk analysis is the appropriate type of analysis to have conducted in this situation. By proactively identifying and assessing the risks associated with the operational costs of the product features, the project lead could have taken steps to mitigate or manage these risks before they posed a threat to the product's viability. A risk analysis would have involved: Identifying the risks: Recognizing the potential for high operational costs to impact the product features. Assessing the risks: Evaluating the likelihood and impact of the operational cost risks. Developing risk response plans: Determining strategies to address or mitigate the identified risks, such as exploring cost-saving measures or alternative feature designs. By conducting a thorough risk analysis, the project lead could have anticipated and planned for the operational cost challenges, allowing the team to address them proactively during the development process rather than facing the risk of feature cancellation during the iteration review.

    2. J

       josephsafiran

       2024-01-10

       Selected B2 upvotes

       The project lead should have conducted a B. Risk analysis. This type of analysis would have helped identify potential issues, such as high operational costs, that could pose a risk to the project. By identifying these risks early, the project team can develop strategies to mitigate them and avoid situations like the one described. However, it’s important to note that risk analysis should be an ongoing process throughout the project, as new risks can emerge at any time.

    3. O

       Only12go

       2023-10-20

       Selected B1 upvote

       To avoid the situation where product features are at risk of being canceled due to high operational costs, the project lead should have conducted a: B. Risk analysis A risk analysis would help identify potential risks and issues associated with the operational costs of the product in a production environment. This analysis would involve assessing the likelihood and impact of such risks and then developing risk mitigation strategies to address them. It allows the project team to proactively manage and mitigate risks related to operational costs before they become critical issues that could lead to feature cancellations.

    4. A

       Agratsant

       2025-03-03

       Selected B1 upvote

       B. Risk analysis Explanation: Risk analysis is a key component of risk management in project management. Before launching a product into a production environment, the project lead should have identified and assessed risks associated with operational costs, performance, scalability, and sustainability. By conducting risk analysis early, the team could have: Identified potential cost overruns related to operations. Assessed the impact of these costs on project feasibility. Developed mitigation strategies (e.g., cost optimization, alternative solutions, or budgeting adjustments).

17. Question 17 of 25

    An organization is transitioning from a predictive to an agile approach. What should the project manager do to ensure that the agile approaches will bring about significant change?

    • AObtain full management support
    • BIdentify the organization's key clients
    • CLearn as much as possible about the organization
    • DConduct agile training for the team members

    Show answer

    Correct answer: A

    How others answered

    • A50%
    • D41%

    Only 50% agreed on this answer — treat it as contested rather than settled.

    Explanation

    Why not A? If he gets full support THEN he'll get the training for the team members. And what is the use of training on Agile if the management then prevents the application of this framework (for example by not granting independence to the team?)

    Adapted from community discussion by AP2023S · 2023-05-24 · 6 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    • pmi.org documentation

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    Question 17 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. A

       AP2023S

       2023-05-24

       Selected A6 upvotes

       Why not A? If he gets full support THEN he'll get the training for the team members. And what is the use of training on Agile if the management then prevents the application of this framework (for example by not granting independence to the team?)

    2. J

       josephsafiran

       2024-01-10

       Selected A3 upvotes

       The project manager should A. Obtain full management support. Transitioning to an Agile approach is a significant change that affects many aspects of an organization. Having the support of management is crucial for this transition to be successful. Management support can help overcome resistance to change, provide necessary resources, and reinforce the importance of the Agile values and principles throughout the organization.

    3. B

       b7c311a

       2025-02-17

       Selected A1 upvote

       Explanation: Principle of Leadership & Engagement: Transitioning from predictive to agile requires strong management buy-in to drive the cultural and operational shift. Without management support, teams may face resistance or lack the necessary resources. Principle of Tailoring: Implementing agile requires customizing the approach based on organizational needs. Leadership support helps in establishing new workflows, governance structures, and team autonomy. Principle of Value Delivery & Change Management: Moving to agile means organizational change, and management plays a key role in facilitating this transition effectively.

    4. E

       ElshRote

       2023-06-23

       3 upvotes

       I guess it's D because the company is already transitioning to agile and that wouldn't have happened without management commitment. That said, the bedrock of agile approach success will then be adequate knowledge among team members, delivered through effective training

18. Question 18 of 25

    Select 2

    After completion of a project with specific users in various countries, the project manager's supervisor asks if the project users are satisfied with the way the project was run. What two actions should the project manager take? (Choose two.)

    • ASend a questionnaire to the project participants and seek their feedback.
    • BRefer to the communications management plan.
    • CObtain official approval on the new process from the various countries.
    • DPrepare the lessons learned from the project phase.
    • EDeliver the project materials to the users and see if they have any comments.

    Show answer

    Correct answer: A, D

    How others answered

    • AD67%
    • AB33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    The communications management plan will likely have guidelines on how to communicate with your stakeholders, which in this case, is the end user they want feedback from. I'll give you an example, I see people use sites that allow for surveys, however in some countries, those same sites may be blocked, or you'll have users who don't know the policy and create one using a "free" account that has ads, etc. that may interfere with collecting feedback. The data and feedback might be sensitive information that shouldn't be posted with a publicly accessible link, there's plenty of reasons you want to refer to the guideline on how to communicate, which is why B is correct.

    Adapted from community discussion by [Removed] · 2023-03-27 · 10 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 18 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. [

       [Removed]

       2023-03-27

       10 upvotes

       The communications management plan will likely have guidelines on how to communicate with your stakeholders, which in this case, is the end user they want feedback from. I'll give you an example, I see people use sites that allow for surveys, however in some countries, those same sites may be blocked, or you'll have users who don't know the policy and create one using a "free" account that has ads, etc. that may interfere with collecting feedback. The data and feedback might be sensitive information that shouldn't be posted with a publicly accessible link, there's plenty of reasons you want to refer to the guideline on how to communicate, which is why B is correct.

    2. J

       JMCCRAY

       2023-11-02

       Selected A, D2 upvotes

       The project manager should take the following two actions: A. Send a questionnaire to the project participants and seek their feedback: The project manager should gather feedback from project participants to assess their satisfaction with the project. This can be done through a questionnaire or survey. Feedback is essential to identify areas of improvement and enhance future projects. D. Prepare the lessons learned from the project phase: The project manager should prepare a comprehensive document outlining the lessons learned from the project phase. This document should capture both the positive and negative aspects of the project. The lessons learned can help to improve project management processes and inform future projects

    3. J

       josephsafiran

       2024-07-11

       Selected A, D2 upvotes

       The project manager should choose options A. Send a questionnaire to the project participants and seek their feedback and D. Prepare the lessons learned from the project phase. Option A allows the project manager to directly gauge user satisfaction and gather valuable feedback. Option D helps in documenting the experiences, successes, and challenges faced during the project, which can be used for future reference and continuous improvement. Both these actions would provide insights into the users’ satisfaction with the project.

    4. O

       Only12go

       2024-04-20

       Selected A, D1 upvote

       A. Send a questionnaire to the project participants and seek their feedback. This direct method of seeking feedback will provide insights into the satisfaction levels of the project users. D. Prepare the lessons learned from the project phase. Lessons learned is a compilation of the knowledge and experiences gained during the project. Reviewing the lessons learned can give an idea of what went well and what could have been improved, which in turn can provide insights into user satisfaction.

19. Question 19 of 25

    The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered. What should the project manager do?

    • ADetermine the risks and identify a resolution during the retrospective meeting.
    • BInform stakeholders about the delay during project updates.
    • CDiscover the gaps in the communications management plan and address them accordingly.
    • DDetermine cross-dependencies and plan a spike in the next sprint.

    Show answer

    Correct answer: A

    How others answered

    • A56%
    • D33%

    Only 56% agreed on this answer — treat it as contested rather than settled.

    Explanation

    A. Determine the risks and identify a resolution during the retrospective meeting. In an agile project, the retrospective meeting is a key forum for the project team to reflect on their work, identify issues, and propose improvements. If certain user stories are taking longer to be delivered, it's important for the project manager and the team to use the retrospective meeting to: Identify the specific risks or challenges associated with these user stories. Discuss and analyze the root causes of the delays. Propose and prioritize potential resolutions or improvements. Take action to address the identified issues and improve the team's efficiency in delivering user stories.

    Adapted from community discussion by Only12go · 2023-10-20 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 19 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. O

       Only12go

       2023-10-20

       Selected A2 upvotes

       A. Determine the risks and identify a resolution during the retrospective meeting. In an agile project, the retrospective meeting is a key forum for the project team to reflect on their work, identify issues, and propose improvements. If certain user stories are taking longer to be delivered, it's important for the project manager and the team to use the retrospective meeting to: Identify the specific risks or challenges associated with these user stories. Discuss and analyze the root causes of the delays. Propose and prioritize potential resolutions or improvements. Take action to address the identified issues and improve the team's efficiency in delivering user stories.

    2. J

       josephsafiran

       2024-01-11

       Selected A2 upvotes

       The project manager should choose option **A. Determine the risks and identify a resolution during the retrospective meeting**. This approach allows the team to reflect on what's working and what's not, and to come up with strategies for improvement. It's a key part of agile methodologies, which value learning and adaptation. If user stories are taking longer to deliver, it's important to understand why and to identify potential risks or obstacles. The retrospective meeting provides an opportunity to do this in a collaborative and constructive manner. Remember, effective project management involves not just managing tasks, but also learning and adapting along the way.

    3. F

       Fyrus

       2023-10-17

       Selected A2 upvotes

       I would go with A if no time is going to be taken during the retrospective to analyze risk. It should be already done to just address the problems in the retrospective, after, of course, talk about what went well and what didn't. Firstly I thought D but A seems better... It's a difficult one. Finally, ChatGPT said: • Retrospective Meeting: The retrospective meeting is a dedicated session where the team can reflect on the sprint, discuss what went well, what didn't, and identify opportunities for improvement. Analyzing the delays during this meeting can help the team understand the factors contributing to the delays and develop actionable solutions for future sprint

    4. K

       kevzzz

       2023-10-19

       Selected A1 upvote

       Retrospectives are the structured reflective practice for the team to learn and improve their ways of working based on the experience of the past iteration. The purpose of retrospection is to examine the process the team uses, to build team commitment, and to transfer knowledge to the next iteration and possibly to other teams. https://www.pmi.org/disciplined-agile/product-owner/practice-iteration-retrospective

20. Question 20 of 25

    During project execution, a conflict occurs between the project manager and one of the team members at every project team meeting. The ongoing conflict is preventing tasks and deliverables from being completed. The project manager contemplates changing their leadership style. What should the project manager do?

    • AReview the set of responsibilities with the team member
    • BAvoid the team member to prevent further conflicts
    • CEscalate the situation to the project sponsor
    • DReview the personnel skill documents

    Show answer

    Correct answer: A

    How others answered

    • A62%
    • C24%

    Only 62% agreed on this answer — treat it as contested rather than settled.

    Explanation

    A. Review the set of responsibilities with the team member. In a situation where there is ongoing conflict between the project manager and a team member, it's important to first review and clarify the roles and responsibilities of both parties. This can help identify any misalignment or misunderstandings that may be contributing to the conflict. By having a clear discussion about roles and responsibilities, expectations can be set, and potential sources of conflict can be addressed. It's a proactive step to try to resolve the conflict and improve collaboration within the team. If the conflict persists, further actions may be necessary, but starting with clarification of responsibilities is a good initial approach.

    Adapted from community discussion by Only12go · 2023-10-21 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 20 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. H

       Hung3102

       2023-04-03

       5 upvotes

       I think A. Escalating the situation to the project sponsor should be a last resort. The project manager should first try to resolve the conflict with the team member directly. If the situation cannot be resolved, the project manager should involve higher-level management, such as the functional manager, before escalating the situation to the project sponsor.

    2. C

       cwilson91

       2023-06-09

       Selected A3 upvotes

       A. Review the set of responsibilities with the team member: The project manager should have a one-on-one discussion with the team member involved in the conflict to review and clarify their roles and responsibilities. This discussion can help ensure that both the project manager and team member have a clear understanding of their respective roles, expectations, and boundaries. By aligning expectations, the project manager can reduce potential areas of conflict and increase clarity within the team.

    3. O

       Only12go

       2023-10-21

       Selected A2 upvotes

       A. Review the set of responsibilities with the team member. In a situation where there is ongoing conflict between the project manager and a team member, it's important to first review and clarify the roles and responsibilities of both parties. This can help identify any misalignment or misunderstandings that may be contributing to the conflict. By having a clear discussion about roles and responsibilities, expectations can be set, and potential sources of conflict can be addressed. It's a proactive step to try to resolve the conflict and improve collaboration within the team. If the conflict persists, further actions may be necessary, but starting with clarification of responsibilities is a good initial approach.

    4. P

       Psadon

       2023-12-19

       Selected A2 upvotes

       A. Review the set of responsibilities with the team member. This option suggests a proactive approach to address the conflict by revisiting and clarifying the roles and responsibilities of the team member. Clear communication about expectations can help mitigate misunderstandings and reduce conflict.

21. Question 21 of 25

    Select 2

    The city has decided to build a new tram station. The project will include various approaches. The construction and infrastructure work will be accomplished using a predictive life cycle while software will be developed using an iterative life cycle. Some neighbors are resisting the project have been asking the mayor to stop the project, and are threatening legal action. What two actions should the project manager take'? (Choose two.)

    • ADiscuss with the construction team alternatives on moving the new train station to another location
    • BPublish information on the city's website about the benefits that the new tram station will bring
    • CHave a meeting with the mayor and explain the importance of the new train station to the city
    • DConduct regular meetings with the neighbors to get their buy-in for the project
    • ERegister this situation as a risk and develop a mitigation plan

    Show answer

    Correct answer: D, E

    How others answered

    • DE52%
    • BD39%

    Only 52% agreed on this answer — treat it as contested rather than settled.

    Explanation

    I think B,D are right, as it is the City's decision to build the station, hence I assume mayor is fully aware of the project and an explanation is not required for him to understand the importance of it.

    Adapted from community discussion by Balaraju · 2022-10-20 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 21 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. M

       modsjunk

       2022-12-20

       Selected D, E8 upvotes

       i would pick DE, try getting their buy in but if it fails i need a mitigation plan if they really sue

    2. B

       Balaraju

       2022-10-20

       4 upvotes

       I think B,D are right, as it is the City's decision to build the station, hence I assume mayor is fully aware of the project and an explanation is not required for him to understand the importance of it.

    3. N

       Ngho

       2024-10-09

       1 upvote

       B. Publish information on the city's website about the benefits that the new tram station will bring E. Register this situation as a risk and develop a mitigation plan B is important because proactively communicating the benefits of the project to the community can help address concerns, reduce resistance, and build public support. By providing transparent information, the city can educate residents about the positive impact of the new tram station and counteract the negative perceptions. E is essential because the threat of legal action from the neighbors represents a potential risk to the project. Registering this as a risk and developing a mitigation plan allows the project team to prepare for possible outcomes and implement strategies to minimize the risk of project delays or cancellation.

    4. O

       Only12go

       2023-10-21

       Selected D, E1 upvote

       Given the potential legal implications and the direct impact on the project's viability, it would be prudent for the project manager to consider this as a significant risk. This underscores the importance of having a clear and structured response to such threats, which a risk mitigation plan would provide. So, if we were to prioritize the options based on the severity and immediacy of the issue (legal threats), then option E would indeed be one of the top actions to take, alongside direct engagement with the neighbors (option D) to address and potentially alleviate their concerns.

22. Question 22 of 25

    A high-performing team member's performance has been consistently increasing over the past year, leaving other peers behind. The project manager has been reluctant to publicly recognize the team member's contributions for fear of discouraging others. The project manager is also concerned that the team member may leave if not rewarded for the contributions made. What should the project manager do?

    • APromote the higher performing team member to a higher position
    • BRequest the high-performing team member to mentor the other team members
    • CRemind the high-performing team member to focus on shared rewards rather than individual rewards
    • DReward the high-performing team member privately to avoid team disruption

    Show answer

    Correct answer: B

    How others answered

    • B67%
    • D24%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    The project manager should **B. Request the high-performing team member to mentor the other team members**. This approach not only recognizes the high-performing team member's skills and contributions, but also leverages their expertise to uplift the entire team. It can foster a collaborative and learning-oriented environment, which can benefit all team members and the project as a whole. It's important to communicate this in a way that highlights the value of the high-performing team member's knowledge and the benefit to the team, rather than as a remedial measure. This can help maintain team morale and cohesion.

    Adapted from community discussion by josephsafiran · 2024-01-30 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 22 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. J

       josephsafiran

       2024-01-30

       Selected B3 upvotes

       The project manager should **B. Request the high-performing team member to mentor the other team members**. This approach not only recognizes the high-performing team member's skills and contributions, but also leverages their expertise to uplift the entire team. It can foster a collaborative and learning-oriented environment, which can benefit all team members and the project as a whole. It's important to communicate this in a way that highlights the value of the high-performing team member's knowledge and the benefit to the team, rather than as a remedial measure. This can help maintain team morale and cohesion.

    2. A

       Aish_

       2023-08-13

       Selected B1 upvote

       Cons of Option D: Lack of Transparency: Keeping rewards private might lead to a lack of transparency within the team, potentially eroding trust and team cohesion. Missed Learning Opportunity: Public recognition provides a learning opportunity for other team members to understand what constitutes exceptional performance and how it's valued. Retention Concerns: If the high-performing team member values public recognition and opportunities for growth, private rewards might not effectively address their needs. So Option B is better. The team being assigned as a mentor to others itself is a recognition to the team and it also helps the other team members to grow.

    3. H

       Hung3102

       2023-04-05

       2 upvotes

       I will go with D the best option is D, to reward the high-performing team member privately to avoid team disruption while still acknowledging their contributions. This will help maintain team cohesion while ensuring the high-performing team member feels valued and motivated to continue contributing. It is also important for the project manager to communicate the reasons for the private recognition and reassure other team members that their contributions are also appreciated.

    4. A

       Aish_

       2023-08-13

       Selected B1 upvote

       "The project manager is also concerned that the team member may leave if not rewarded for the contributions made" Option D will negatively affect this. So it cannot be the answer. Option D lacks transparency and the team may expect a public recognition instead of private. So Option B is better: The team being assigned as a mentor to others itself is a recognition to the team and it also helps the other team members to grow.

23. Question 23 of 25

    A project in the execution phase is behind schedule and is missing some materials. The contractor submits an offer to supply the missing materials and reimburse the cost since the internal procurement process will cause more delay. The project manager does not agree with the costs submitted by the contractor for the missing materials. What should the project manager do next?

    • AAsk the project sponsor to allocate more budget to cover the costs
    • BUpdate the procurement management plan and negotiate with the contractor.
    • CAsk the contractor to review the offer and reduce the costs.
    • DUpdate the procurement strategy and negotiate with the contractor

    Show answer

    Correct answer: B

    How others answered

    • B63%
    • D37%

    Only 63% agreed on this answer — treat it as contested rather than settled.

    Explanation

    Since the project is already in the execution phase, updating the procurement management plan can help the project manager determine the appropriate procurement strategy to use in addressing the current issue with the contractor's offer. This may include negotiating with the contractor to arrive at a more reasonable cost or finding alternative sources for the missing materials. Option A is not the best choice because asking for additional budget may not always be feasible or available. Option C is not recommended since it may not be feasible for the contractor to reduce the costs of the materials any further. Option D is not necessary since the procurement strategy may not need to be changed, only updated to reflect the current situation.

    Adapted from community discussion by RevZig67 · 2023-04-13 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 23 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. R

       RevZig67

       2023-04-13

       Selected B3 upvotes

       Since the project is already in the execution phase, updating the procurement management plan can help the project manager determine the appropriate procurement strategy to use in addressing the current issue with the contractor's offer. This may include negotiating with the contractor to arrive at a more reasonable cost or finding alternative sources for the missing materials. Option A is not the best choice because asking for additional budget may not always be feasible or available. Option C is not recommended since it may not be feasible for the contractor to reduce the costs of the materials any further. Option D is not necessary since the procurement strategy may not need to be changed, only updated to reflect the current situation.

    2. O

       Only12go

       2023-10-21

       Selected B1 upvote

       B. Update the procurement management plan and negotiate with the contractor. In this situation, the project manager should first update the procurement management plan to address the issue of missing materials and the contractor's offer. Then, the project manager should initiate negotiations with the contractor. This may involve discussing the cost of the missing materials, the timeline for delivery, and any other terms and conditions related to the procurement. Negotiating with the contractor allows the project manager to seek a more favorable agreement that aligns with the project's budget and schedule constraints. If necessary, the project manager can also involve relevant stakeholders, such as the project sponsor, to ensure that the negotiation process is conducted effectively.

    3. A

       Aish_

       2023-08-13

       Selected B2 upvotes

       Updating the procurement strategy should generally be considered when other avenues within the existing procurement management plan do not provide a satisfactory solution to address the challenges or changes encountered during the project. It can be seen as a more comprehensive and strategic response when the existing plan's provisions do not align with the project's evolving needs or unexpected circumstances.

    4. A

       AbbasTaki

       2023-06-14

       Selected B2 upvotes

       B. Update the procurement management plan and negotiate with the contractor. By updating the procurement management plan, the project manager can reassess the situation and determine the best course of action to address the issue of missing materials. This includes reviewing the current procurement strategy and considering alternative options.

24. Question 24 of 25

    Team members are having a discussion with the project manager. In the last retrospective meeting, the team realized that the obsolete equipment could affect the next iteration of the project. The team recommends buying new equipment because it is critical to the success of the final deliverable. What should the project manager do next?

    • ACheck the project budget to verify if there is enough contingency reserve
    • BReview the cost management plan to determine how to address this issue
    • CTell the team members that more equipment is not part of the project's scope
    • DSubmit a change request to increase the budget and buy new equipment

    Show answer

    Correct answer: B

    How others answered

    • B54%
    • A43%

    Only 54% agreed on this answer — treat it as contested rather than settled.

    Explanation

    https://www.pmi.org/learning/library/cost-management-9106 One will need to look at Contingencies in the cost management plan Specific provision for unforeseeable elements of cost within the defined project scope; particularly important where previous experience relating estimates and actual costs has shown that unforeseeable events which will increase costs are likely to occur. Contingency reserve is used when a risk occurs as part of the risk response strategy. There is no risk identified from the question

    Adapted from community discussion by modsjunk · 2022-12-20 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 24 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. M

       modsjunk

       2022-12-20

       Selected B2 upvotes

       https://www.pmi.org/learning/library/cost-management-9106 One will need to look at Contingencies in the cost management plan Specific provision for unforeseeable elements of cost within the defined project scope; particularly important where previous experience relating estimates and actual costs has shown that unforeseeable events which will increase costs are likely to occur. Contingency reserve is used when a risk occurs as part of the risk response strategy. There is no risk identified from the question

    2. L

       LeoChu

       2023-11-29

       Selected B3 upvotes

       Contingency reserves are more specific and are based on current budget line items. A management reserve is added to cover additional uncertainty not foreseen in the budget. So A contingency reserve is not for that

    3. A

       AbbasTaki

       2023-06-14

       Selected B3 upvotes

       What if no more contingency reserves are there ? reviewing the cost management plan must be done first.

    4. K

       kevzzz

       2023-06-23

       Selected B3 upvotes

       What do you do FIRST... The cost management plan will tell you if you have a contingency reserve.

25. Question 25 of 25

    A team member misses a project meeting without it being approved and has been penalized as defined in the ground rules. This team member, as well as other team members, insist that it is the first time they have seen this rule regarding the project and they do not agree with the penalty. What should the project manager have done to avoid this situation?

    • AEnsured the team charter was developed by the team members
    • BEnsured the team members are fully supportive of all decisions
    • CDistributed the project charter to all team members
    • DUsed a charismatic leadership style

    Show answer

    Correct answer: A

    How others answered

    • A69%
    • C27%

    Only 69% agreed on this answer — treat it as contested rather than settled.

    Explanation

    I will go with A as well. It is recommended to create team charter with the team. B is also a good answer, but ground rules are defined in the team charter and the team charter is created with the entire team.

    Adapted from community discussion by PMPStudent · 2022-12-19 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

    Supporting references

    • pmi.org documentation

    View community discussion4

    Candidate context

    Question 25 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PMP or CertExamHQ.

    1. M

       mrbottomwood

       2023-03-26

       Selected A4 upvotes

       Option C, I think is the worst option! Project charter and Team charter are two separate things.

    2. P

       PMPStudent

       2022-12-19

       Selected A2 upvotes

       I will go with A as well. It is recommended to create team charter with the team. B is also a good answer, but ground rules are defined in the team charter and the team charter is created with the entire team.

    3. K

       kevzzz

       2023-08-31

       Selected A1 upvote

       TEAM CHARTER establishes the team ground rules. https://www.pmi.org/learning/library/team-charter-development-5128 Project Charter - Purpose and Objectives of the PROJECT https://project-management.com/what-is-a-project-charter/

    4. [

       [Removed]

       2022-09-30

       Selected A1 upvote

       Its definitely A. Team meetings/communications/etc. are outlined in the team charter. The team should decide whats best, and the fact that not one of them has heard of this penalty means they didn't create it in the first place.

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PMP practice, question 1 of 25