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PMP: Project Management Professional (PMBOK 7th Version) Dumps

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Question No: 1

MultipleChoice

A software development project completed the initiation phase. The technical design was approved by the project steering committee. Later, it was discovered that the design will impact the company's production system. A new technical design must be found and this could delay the project by 3 months.

What should the project manager do first?

Options

ALog the technical design delay as a risk in the project risk log.

BSet up a steering committee session to review the project delay.

CContinue with the approved design so that the project is not delayed.

DAsk the steering committee to approve a new technical design.

Answer
DExplanation

When a project's technical design is found to impact the company's production system, it is crucial to address the issue immediately to prevent further complications. The project manager should first seek the approval of a new technical design from the steering committee.This aligns with the PMBOK Guide's emphasis on engaging stakeholders and performing integrated change control processes when project changes occur1.Additionally, the PMI Professional in Business Analysis (PMI-PBA) highlights the importance of reassessing and realigning the technical aspects of a project when significant issues are identified that could impact the project's outcome2.

PMBOK Guide -- Seventh Edition1

PMI Professional in Business Analysis (PMI-PBA) reference materials2

Question No: 2

MultipleChoice

A project team consisting of 13 people was set up three months ago. As part of the transition to agile, a scrum master was assigned to the project. The scrum master wants to know the status of the team's development stage. The project manager believes that the team has passed the "storming" stage.

Which indicators should be used to determine the team's development stage?

Options

AScrum ceremonies are held per the Scrum guide.

BTeam members share information and experiences.

CFormal training courses have been completed by team members.

DProject deliverables are formally approved.

Answer
B

Question No: 3

MultipleChoice

A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified.

What should the project manager do to address the issue?

Options

AOnboard a new project team member who has testing skills.

BProvide training to the entire team so they all will be able to perform tests.

CSupport the team to identify an approach to resolve the problem.

DAsk the development team to slow down so the testers can catch up.

Answer
CExplanation

When a bottleneck is identified in a project, especially one related to skill gaps such as testing skills, it is important for the project manager to facilitate a solution that empowers the team. The project manager should support the team in identifying an approach to resolve the problem, which may include a combination of training, process improvement, or resource adjustments.This approach aligns with the principles of team empowerment and problem-solving within the Project Management Professional (PMP) framework23.

PMI's article on ''Banishing Bottlenecks'' discusses the importance of targeting the source of logjams and working with the team to find solutions2.

ExamTopics discussion on PMP topic 1 question 737 highlights the importance of empowering the team to find solutions to the problem they have identified1.

Additional resources on addressing software testing bottlenecks and skill gaps can be found in PMI's library and other professional articles456.

Question No: 4

MultipleChoice

A project team is prioritizing the creation of project artifacts and enforcing it rigidly, while they face issues with delays in deliverables. How should the project manager respond?

Options

AFacilitate the implementation of an automated tool for the team to manage project artifacts.

BImplement stricter controls so that project artifact creation is given the utmost importance.

CRecognize the team's efforts for documenting artifacts and motivate them with an incentive mechanism.

DAdvise the team that solely focusing on artifacts will not produce successful project deliverables.

Answer
DExplanation

According to the PMBOK Guide -- 7th edition, project artifacts are designed to keep the project work aligned to project requirements and business goals1. However, they are not the outputs or deliverables themselves.The guide emphasizes that while artifacts are important for project management, they are not substitutes for the actual deliverables of the project1. Therefore, the project manager should advise the team that focusing only on artifacts will not lead to the successful completion of project deliverables. Instead, the team should balance the creation of artifacts with the progress of actual deliverables.

PMBOK Guide -- 7th edition1.

Business Analysis Artifacts and Treasures | Geniusee2.

Business Analyst Artifacts: Definition and Types | Apiko Blog3.

Question No: 5

MultipleChoice

A project is starting its first iteration out of six. During one of the daily meetings, the project manager realized that one of the team members does not have experience working in agile environments.

What should the project manager do?

Options

AGive the team member some time to learn agile practices.

BAssign an agile mentor and follow the training process.

CAsk to increase the capacity of the team to finish on time.

DAsk the sponsor for additional budget for training.

Answer
B

Question No: 6

MultipleChoice

An experienced team member has recently started performing at a slower pace and is no longer engaged in various team conversations. What should the project manager do?

Options

AIncentivize the team with prizes for increased performance and engagement in order to persuade the team member to resume previous performance.

BAsk the direct manager to reach out and try to identify the problem, then provide that information back to the project manager.

CInform the team member that a change in performance and engagement is noticed and work together to develop a solution for improvement.

DMeet with human resources (HR) to determine the problem and develop a recommendation based on the results.

Answer
CExplanation

The correct approach is for the project manager to directly address the issue with the team member using empathetic communication and coaching. This aligns with the servant leadership principle common in Agile frameworks, where the project manager facilitates team well-being and engagement through open dialogue.

According to PMBOK Guide -- Seventh Edition, under 'Leadership Skills and Team Performance,' the project manager should use emotional intelligence to understand and respond to team dynamics effectively. Option C reflects that behavior.

Options A and D involve external interventions without first understanding the individual. Option B delays the feedback loop and abdicates the project manager's responsibility.

PMBOK Guide -- Seventh Edition, Section 3.1: Project Team Performance

Agile Practice Guide, Ch. 4: Servant Leadership and Team Communication

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Question No: 7

MultipleChoice

A project manager and project team are developing a strategic approach to engage the internal and external stakeholders. Which approach should be followed?

Options

ASchedule status meetings with all stakeholders to allow their participation in all project discussions and reports.

BAnalyze both internal and external stakeholders and develop a customized engagement strategy for each stakeholder.

CInvolve only the internal stakeholders, as the external stakeholders should not have access to confidential information.

DClassify all high-risk stakeholders and request that the project sponsor communicate directly with them.

Answer
BExplanation

The best approach to engage stakeholders in a project is to analyze both internal and external stakeholders and then develop a tailored engagement strategy for each one. This is because stakeholders have varying levels of interest, influence, and impact on the project, which necessitates a customized approach to ensure effective engagement and communication. The PMBOK Guide emphasizes the importance of identifying stakeholders and understanding their needs and expectations as a foundation for developing an appropriate engagement strategy. This strategy should be designed to involve stakeholders in a manner that is aligned with their level of interest and influence over the project outcomes.

Effective stakeholder engagement is crucial for project success as it helps in building trust, ensuring clear communication, and fostering collaboration among all parties involved. It also aids in managing expectations and mitigating potential risks associated with stakeholder interactions. By engaging stakeholders appropriately, the project manager and team can leverage their support and contributions, which can be vital for the successful delivery of the project.

: Based on the principles outlined in the PMBOK Guide and the standards for stakeholder engagement as described in PMI's resources1234.

Question No: 8

MultipleChoice

A company has an existing contract to maintain and enhance a client's customer database The company's legal department informs the project manager that a new piece of legislature requiring stricter protection of customer information might soon be signed into law. The law will require additional security features to be implemented into the database the project manager is maintaining These features are not included in the scope of the current contract

What should the project manager do?

Options

AAsk the legal department to raise the issue in the next contract negotiation with the customer

BSeek the project sponsor's support to influence the client to amend the contract immediately

CUpdate the risk register to include this issue and discuss the appropriate risk response plans with the project sponsor and client

DWait until the legal requirements are finalized so the change in scope can be concretely defined

Answer
CExplanation

According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. A risk register is a document that records the identified risks, their analysis, and their response plans. A project manager should update the risk register whenever new risks are identified, analyzed, or resolved. In this case, the potential change in the legal requirements is a risk that could affect the project scope, cost, schedule, and quality. Therefore, the project manager should update the risk register to include this risk and its impact, probability, and priority. The project manager should also discuss the appropriate risk response plans with the project sponsor and the client, such as avoiding, transferring, mitigating, or accepting the risk. This way, the project manager can proactively manage the risk and prepare for any changes that might occur.Reference:

PMBOK Guide, Seventh Edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, Page 123

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, Page 409

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.3: Perform Qualitative Risk Analysis, Page 415

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.4: Perform Quantitative Risk Analysis, Page 423

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.5: Plan Risk Responses, Page 431

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.6: Implement Risk Responses, Page 439

PMBOK Guide, Seventh Edition, Chapter 11: Project Risk Management, Section 11.7: Monitor Risks, Page 445

Question No: 9

DragDrop

Drag the interpersonal skill on the left to the correct scenario on the right.

Answer

Question No: 10

MultipleChoice

A project is nearing completion. The contingency time has been consumed. To ensure that the final deliverables are achieved on time and within budget, the

project manager has asked the team to follow a rigorous process. This is causing some resistance among the team members.

What should the project manager do to address the growing resistance?

Options

ADescribe to the team members how specific tools and techniques can be used to finish on time.

BConvince team members to use a specific methodology to complete the project on time.

CMotivate project team members by offering incentives to complete the project on time.

DCrash the project schedule and ask project team members to work overtime to meet the new timeline.

Answer
AExplanation

The project manager should describe to the team members how specific tools and techniques can be used to finish the project on time and within budget. This will help the project manager to communicate the rationale and benefits of following a rigorous process, and to address any concerns or questions that the team members may have. The project manager should also acknowledge the team members' efforts and contributions, and provide them with the necessary support and guidance. The other options are not effective or appropriate, as they may create more resistance, distrust, or dissatisfaction among the team members, or compromise the project quality or scope.Reference: PMBOK Guide, 7th edition, page 76, 78, 118-119.

Question No: 11

MultipleChoice

A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, which two actions should the project manager take? (Choose 2)

Options

AEncourage team members to cross-check decisions with the project manager.

BSupport team members to make decisions in their areas of strength.

CAllow team members to make limited decisions.

DVet all of the decisions before execution.

EOrganize and assign team members to tasks where they have strengths.

Answer
B, EExplanation

According to the PMBOK Guide, a project manager should empower team members and stakeholders to enhance their engagement, commitment, and performance on the project1.Empowerment means giving team members and stakeholders the authority, autonomy, and resources to make decisions and take actions that are aligned with the project objectives and scope2.Empowerment also means supporting team members and stakeholders to develop their skills, knowledge, and confidence to perform their roles and responsibilities effectively3.

In this scenario, the project manager is managing a business transformation project that has a four-phase delivery plan. The project team has successfully delivered one phase of the project. To further enhance team performance and empower team members, the project manager should take the following two actions:

Support team members to make decisions in their areas of strength. This means encouraging team members to use their expertise, experience, and judgment to make informed and appropriate decisions that will benefit the project. This also means trusting team members to handle the consequences and risks of their decisions, and providing them with feedback and recognition for their achievements.Supporting team members to make decisions in their areas of strength can increase their motivation, ownership, and accountability for the project outcomes4.

Organize and assign team members to tasks where they have strengths. This means identifying and leveraging the strengths, talents, and preferences of each team member, and assigning them to tasks that match their capabilities and interests. This also means providing team members with opportunities to learn, grow, and excel in their areas of strength, and helping them overcome their weaknesses and challenges.Organizing and assigning team members to tasks where they have strengths can enhance their productivity, quality, and satisfaction on the project5.

The project manager should not encourage team members to cross-check decisions with the project manager, as this may undermine their empowerment and confidence. The project manager should not allow team members to make limited decisions, as this may restrict their creativity and innovation. The project manager should not vet all of the decisions before execution, as this may create bottlenecks and delays in the project.

Question No: 12

MultipleChoice

One team member is complaining about an agreement made during the last meeting. That team member was present at the meeting and participated in the decisions registered in the meeting minutes.

What should the project manager do next?

Options

AMeet with the team member and search for the root cause of their behavior.

BArrange an additional meeting with the team to communicate the agreement made during the last meeting.

CSchedule a new meeting to evaluate the agreement and negotiate a new one.

DTalk with the team member and explain that once the meeting ended, the agreement must be respected

Answer
AExplanation

The project manager should meet with the team member and search for the root cause of their behavior. This will help the project manager to understand why the team member is complaining about the agreement, and to address any issues or concerns that the team member may have. The project manager should also remind the team member of the importance of the agreement for the project success, and the need to respect the decisions made by the team. The other options are not effective or appropriate, as they may create more conflict, confusion, or resentment among the team members, or undermine the team's authority or commitment.Reference: PMBOK Guide, 7th edition, page 76, 78, 255.

Question No: 13

MultipleChoice

During initiation of a new product improvement project, a project manager finds historical data showing that a similar project resulted in customers complaining of an even worse user experience compared to the previous product version. How can the project manager prevent this outcome in the new project?

Options

AHire a consultant to perform a benefit analysis as an input to the project charter.

BDefine a user focus group as external stakeholders with a high influence on outcomes.

CDefine a high-level risk and plan mitigation after completing the work breakdown structure (WBS).

DHire a team of external users to perform acceptance testing on the product.

Answer
B

Question No: 14

MultipleChoice

During the closing process, the project manager learns that one deliverable is not meeting customer expectations. How should the project manager proceed?

Options

AContact the project sponsor and ask for help in negotiating the closing of the project with the customer.

BAsk the customer to issue a change request with the information to analyze and provide a solution.

CReview the deliverable requirements, check the customer approval criteria, and proceed accordingly.

DMeet with the customer to reach agreement on the scope of the deliverable that will satisfy both parties.

Answer
C

Question No: 15

DragDrop

A production team will soon begin their first agile project. No one in the team or management has agile knowledge. The training manager can only fund three enrollments.

Match the team role on the left to the correct training course on the right. (Use all three of the team roles.)

Answer

Question No: 16

MultipleChoice

A project is being executed. The project's life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The

assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other

projects.

What should the project manager do?

Options

ASupport the decisions of the team and transfer the decision making responsibility to them.

BConsult the product owner about letting the resources make decisions.

CSchedule a steering committee meeting and obtain their approval on the request.

DInform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions.

Answer
A

Question No: 17

MultipleChoice

Anew project manager was assigned to a project during implementation. The project manager realized that new tax policies are creating a risk for a cost overrun by 25%. The project manager updated the risk register and kept the project running as normal. The CEO has announced that the project could be cancelled since the acceptable cost overrun is only 20%. The project manager was quite surprised as this was new information.

What should the project manager have done to avoid this?

Options

AImplemented the communications management plan properly.

BEnsured the risk tolerance of the company was properly updated.

CProvided a proper risk response.

DImplemented the stakeholder engagement plan correctly.

Answer
A

Question No: 18

MultipleChoice

A project sponsor commonly asks the project manager to skip project retrospectives due to time constraints. However, the project manager persists in running this critical ceremony by reducing the time for preparation and for discussion.

What are two issues that these actions by the project manager could cause? (Choose two)

Options

ALessons learned from other teams to not be considered

BA lot of discussions that yield no results or possibly too many results

CA focus on the negative and a disinterest in further improvements

DA lack of direction and motivation for the team in the workshop

ETime management plan for the retrospective workshop to not be updated

Answer
B, D

Question No: 19

MultipleChoice

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the

development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The

design is already approved.

What should be the project manager's next steps?

Options

AInform the client of the problem and follow the change request process.

BAmend the design specifications and pass them to the development team for reprogramming.

CMake a change request and get formal approval from the project owner.

DConduct a proof of concept to make sure there are no problems in the revised design.

Answer
C

Question No: 20

MultipleChoice

A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.

What should the project manager do?

Options

AProvide appropriate training to compensate for the mismatch.

BEmphasize to the teams the importance of meeting the agreed deadlines.

CUpdate the project schedule to reflect the delay.

DAccept the risk of the project missing deadlines due to the mismatch.

Answer
A

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