Name: PMI Project Management Professional (2023) Exam
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Free PMI Project Management Professional (2023) Exam Actual Questions

The questions for Project Management Professional (2023) were last updated On Apr. 13, 2024

Question #1

Due to delays on some activities one of the project team members has increased the scope without any approval What should the project manager do next?

ARemove the changes to match the original requirements.

BAdd team members to the project to avoid more schedule delays.

CEvaluate the impacts of the changes that were made to the project

DUpdate project documentation with the new scope

Reveal Solution

Correct Answer: C

Question #2

A customer requests additional changes 1 day before the planned change date. How should the project manager respond to the change request?

AReject the changes as the lead time is too short.

BDetermine whether the project team is capable of making the changes.

CReview the additional changes and perform integrated change control.

DCheck if the changes are covered in the statement of work (SOW).

Reveal Solution

Correct Answer: C

According to the PMBOK Guide, the project manager should manage the project scope, including the planning, validation, and control of the scope. The project manager should also manage the project changes, including the initiation, evaluation, approval, and implementation of the changes. In this scenario, the project manager received a request to add additional changes 1 day before the planned change date. This is a potential change to the project scope that may also impact the project time, cost, quality, and other aspects. The best course of action is to review the additional changes and perform integrated change control. This can help the project manager to assess the feasibility and desirability of the change request, and to determine the appropriate response and approval. Reviewing the additional changes and performing integrated change control (option C) is the best solution to the issue, as it demonstrates proactive and effective project scope and change management. Rejecting the changes as the lead time is too short (option A) may not be feasible or ethical, as it may violate the customer's expectations and satisfaction, and may damage the trust and relationship with the customer. Determining whether the project team is capable of making the changes (option B) may not be sufficient or realistic, as it may ignore or overlook the impact and value of the change request, and may create a conflict or resentment among the project team. Checking if the changes are covered in the statement of work (SOW) (option D) may not be relevant or helpful, as it may not address the change request itself, nor does it account for the possible deviations or changes that may occur during the project execution.Reference: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.).Newtown Square, PA: Author1: Change Request - Project Management Knowledge2: Managing Change Requests in Project Management [Template]3: Which Project Documents Need A Change Request For Updates?4

Question #3

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work.

How should the project manager build a cohesive, high-performing team?

AOrganize the team members into several kick-off sessions based on technology type.

BReview the list of team members' skills and understand how they will work together to deliver the project outcomes.

CAsk the human resources (HR) department to arrange interview meetings to select the team.

DAsk prospective team members to write a short biography explaining how they can contribute to the team's success.

Reveal Solution

Correct Answer: B

The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team.According to the PMBOK Guide, a high-performing team is a team thatexhibits a high level of collaboration, trust, commitment, and performance1.To build a high-performing team, the project manager shouldapply team development techniquesthat enhance the team's ability to work effectively and efficiently1.One of the team development techniques isskill assessment, which involvesidentifying and evaluating the skills and competenciesof the team members, andaligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager canunderstand the strengths and weaknessesof the team, anddetermine the best way to assign roles and responsibilities. The project manager can alsoidentify any skill gaps or overlapsthat may affect the team performance, andplan for training or coachingto address them. Additionally, by understanding how the team members will work together, the project manager canfacilitate communication and collaborationamong the team members and other stakeholders, andfoster a positive team culturethat supports the project goals. This way, the project manager canbuild a cohesive, high-performing teamthat can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.

Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team.Kick-off sessions are meetings thatintroduce the project and the teamto the team members and other stakeholders, andestablish the project vision, scope, and expectations1. While kick-off sessions can help the team members toget to know each other and the project, they do not necessarily help the project manager toreview and evaluate the team skills and competencies, andalign them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type maycreate silos and barriersamong the team members, andreduce the team cohesion and collaboration.

Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as itdelegates the responsibilityof the project manager to the HR department, andignores the input and involvementof the team members and other stakeholders.The project manager is the person who isaccountable for the team performance and satisfaction, and who has thebest knowledge and understandingof the project objectives and requirements1. Therefore, the project manager shouldtake the leadin selecting and developing the team, andconsult and collaboratewith the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.

Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is aone-way and subjectiveway of presenting the team members' skills and competencies, and it does not provide the project manager with acomprehensive and objectiveassessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager tounderstand how the team members will work together, andfacilitate communication and collaborationamong the team members and other stakeholders.

Question #4

The project manager just started loading a project team from which the previous project manager resigned. After a quick evaluation of the project, it is apparent that team morale is low due to continuous disagreement about how to complete tasks. Tasks are taking longer than forecasted and the project is off schedule.

What should the project manager do?

ACrash the project timeline to ensure the project is back on schedule.

BIssue a change request to extend the project schedule based on identified delays.

CConduct a meeting with the project will be discuss and address the source of disagreement.

DInform the stakeholders that the project will be delayed due to previous team management.

Reveal Solution

Correct Answer: C

Question #5

The deliverables of a project have been completed. However, the stakeholders did not approve the deliverables, because they did not cover the needs of the business Which actions should the project manager have taken to avoid this situation?

AProvided and explained the sprint backlog at the beginning of the project to the stakeholders and project team.

BEnsured that tie stakeholders participated in the daily meetings to confirm that the project was developing correctly

CRequested that the team change the frequency of the deliverables in the development phase to obtain earlier feedback

DDefined the project management plan and ensured it met the project objectives and business needs.

Reveal Solution

Correct Answer: D

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