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PMI PMP Exam Dumps
Project Management Professional (2023 Version)
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PMI PMP Sample Questions
Question # 1An agile project for a database migration impacts nearly all business units of the corporation. Every effort has been made to complete the migration before the end-ofsupport date for the database platform. A new impediment now implies the need to continue use of the old platform another year at a higher support price. What should the product owner do about this situation?
A. Reprioritize the backlog based on value and cost of delay divided by duration.
B. Switch to a predictive approach to prevent any further delays to completion.
C. Reprioritize the backlog based on story size and competence availability.
D. Remove low-value items from the backlog to compensate for the higher cost.
Question # 2
A project manager is part of an organization that is assessing the use of agile delivery approaches. A new project management office (PMO) manager who had a bad experience with a Scrum approach recommended that the project board replace Scrum with a predictive approach. What should the project manager do?
A. Review the benefits realization plan to include the cost of the change.
B. Define a project management plan for the new approach, as needed.
C. Define a risk management plan for the new approach, as needed.
D. Review the communications management plan to identify new stakeholders.
Question # 3
A few developers have identified a list of impediments at the daily standup and are asking for the project lead's assistance in prioritizing them. There are a few complex backlog items, and a new junior tester has identified a few compliance defects. The product owner and a couple of developers will be leaving the project team, and the contract with the test and production support partner will not be renewed. Which issue should the project lead focus on first?
A. Developing a new contract for production support.
B. Finding a new product owner to prioritize the product backlog.
C. Regulatory compliance issues discussed in the meeting.
D. Recruiting, onboarding, and training new developers.
Question # 4
A project manager starts to receive emails from different stakeholders requesting information about the project status. What should the project manager do to avoid this in the future?
A. Schedule weekly project status meetings with all stakeholders including the customer and internal resources.
B. Include the project stakeholders’ needs while planning the project communications strategy.
C. Designate a team member to respond to the emails from these stakeholders.
D. Include the stakeholders’ emails in all of the project status communications.
Question # 5
A project is starting its sixth iteration out seven. During the daily meeting, a team member explains that a key function will take longer to complete than originally anticipated. What should the project manager do?
A. Update the issue log and escalate the problem to the project sponsor.
B. Ask for a project extension to deliver the committed scope.
C. Review the options and possible solutions with the project team.
D. Ask for help to increase the team capacity to deliver on time.
Question # 6
A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity. What should the project manager do to support the backlog prioritization?
A. Prioritize the item flagged as high business value and low complexity for this sprint.
B. Support the team to move both items to the next sprint when the team will know more.
C. Facilitate the discussion until the team reaches an agreement about the two items.
D. Prioritize the item flagged as a dependency with low business value and high complexity.
Question # 7
A project manager is leading a project when a key stakeholder requests additional work that is not in the scope. The stakeholder is also concerned that the project sponsors may not approve and fund the additional change in scope. What should the project manager do first?
A. Evaluate the cost of the additional requested work.
B. Evaluate the impact and submit a change request.
C. Discuss the requested change with the sponsor.
D. Discuss the requested change with the team.
Question # 8
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?
A. Support the decisions of the team and transfer the decision making responsibility to them.
B. Consult the product owner about letting the resources make decisions.
C. Schedule a steering committee meeting and obtain their approval on the request.
D. Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions.
Question # 9
Contract terms used during the tender phase for a new power-generation facility must be revised before signing with the successful bidder because the terms of the tender have been amended to accommodate the new financial regulations on company tax. Which approach should the project manager take to implement this amendment?
A. Sign the contract as per the original terms but allow the successful bidder to submit a new coniract price.
B. Amend the contract terms and sign a revised contract with the successful bidder.
C. Retender the entire scope because the terms of the contract have changed significantly.
D. Discuss the new terms with the successful bidder to assess its impact on the contract price.
Question # 10
During the execution of a project, an experienced team member informs the project manager that they cannot take part in all of the scheduled project activities due to a conflicting operational schedule. What should the project manager do?
A. Replace the team member with another available resource on the team.
B. Discuss the situation with the team member's functional manager to see if the schedule can be adjusted.
C. Check with the project management office (PMO) on the available resources to complete the activities.
D. Encourage the team member to prioritize scheduled project activities.
Question # 11
A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB). What should the project manager do now?
A. Notify the project team about the change request's approval.
B. Include the new branch of the bridge in the design.
C. Communicate the decision to the stakeholder who requested the change.
D. Evaluate the adjustments to the project management plan.
Question # 12
A project manager was informed by their supplier that there will be an upcoming raw material shortage due to a regulatory change. What should the project manager do?
A. Tell the supplier that they have an obligation to supply the raw material.
B. Search for a new supplier that can deliver the same materials on time.
C. Seek advice from the legal department and implement penalties.
D. Assess the possible impact of the raw material shortage on the project.
Question # 13
A key project team member is out on sick leave in the middle of a critical project iteration. The project sponsor learns that any delay with the end-of-iteration release will displease the business stakeholders. Although all team members are cross-functional, they are also working close to full capacity. What should the project manager do to address this situation?
A. Discuss the issues with the sponsor to fully convey the problem of the unavailable resource and the amount of work being done. shared.
B. Discuss this with the sponsor and hold a meeting with the stakeholders so all of the team challenges can be shared.
C. Discuss this with the team so they can complete the work of the unavailable team member and aim for the release deadline.
D. Discuss this with the team so they are able to reprioritize critical tasks and aim for the release deadline.
Question # 14
A government agency is developing a new connectivity policy. The assigned project manager is a famous economist with international recognition. The team is eager to work with the project manager, but feels intimidated. The project manager realizes that a junior economist, whose tasks are behind schedule, is especially intimidated by the situation. What should the project manager do first?
A. Evaluate the performance of the junior economist in the upcoming months.
B. Request to replace the junior economist with a more experienced economist.
C. Consider organizing paired work sessions for the junior and senior economists.
D. Reassign some of the junior economist's tasks to other economists.
Question # 15
A project manager is assigned to a multiyear project. During project execution, the customer delegates a new representative who contacts the project manager directly with a concern about their participation in status meetings. The representative wants to contact team members directly. What should the project manager do next?
A. Send the new representative the approved project management and communications management plans.
B. Reach out to the customer directly for assistance in incorporating the new representative into the project management plan.
C. Meet with the project sponsor to discuss how to incorporate the new representative in the project.
D. Meet with the new representative to determine their understanding of the project and address their concerns.
Question # 16
A project manager is part of an organization that is assessing the use of agile delivery approaches. A new project management office (PMO) manager who had a bad experience with a Scrum approach recommended that the project board replace Scrum with a predictive approach. What should the project manager do?
A. Define a risk management plan (or the new approach, as needed.
B. Review the benefits realization plan to include the cost of the change.
C. Define a project management plan for the new approach, as needed.
D. Review the communications management plan to identity new stakeholders.
Question # 17
A customer’s technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time. What should the project manager do next?
A. Receive an agreement from the product owner and add the new story to the product backlog.
B. Agree with the project team to modify and delete some of the stories in the current sprint backlog.
C. Obtain approval from the project team and add the new story to the product backlog.
D. Negotiate with the scrum master before adding the new story to the sprint backlog.
Question # 18
A project manager is well informed on the industry standards of the organization and believes that they are not reflected in the project deliverables. What should the project manager review next?
A. Quality process
B. Quality management plan
C. Organizational process assets (OPAs)
D. Project charter
Question # 19
An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. The client has rejected hiring the external resource because of the high cost, even though it is within the project budget. What should the project manager do to resolve this issue?
A. Evaluate the consequences and meet with the client to explain the possible scenarios.
B. Hire the resource in order to achieve the project objectives.
C. Try to accomplish the task internally by leveling resources from other projects.
D. Ask the client for a meeting and explain that the task will not be performed.
Question # 20
A project manager is leading a hybrid project that is building an app for a travel industry startup. Due to unforeseen events, the features and the overall solution will not be useable by many customers due to new travel restrictions. What should the project manager do first?
A. Release the team and help them achieve their potential on a new project.
B. Ask the organization's management for advice regarding the project's direction.
C. Assess the environmental changes and recommend a pivot for the project.
D. Pause the project if business value cannot be reached and collect lessons learned.
Question # 21
A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions. What should the project manager do to ensure that the project is ready to move to an operational state?
A. Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.
B. Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.
C. Review the project approval requirements in the project charter and confirm who will be approving the project.
D. Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.
Question # 22
A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process. What should the project manager do?
A. Ask the project sponsor to expedite the vendor selection process.
B. Contact the vendor that supplied similar equipment for a previous project.
C. Use the existing equipment and replace it later with the new equipment.
D. Work with the procurement team to find alternative options.
Question # 23
A customer is concerned about the time required to complete a project and is asking the project team to reduce the number of iterations required to complete the product. Which approach should the project manager take?
A. Ask the team to raise blockers or impediments in daily meetings.
B. Prioritize deliverables based on business value and define frequent releases.
C. Ask the team to challenge the project estimations for a faster delivery.
D. Prioritize the tasks with high risks to reduce the number of iterations required.
Question # 24
During execution of a complex project, the project manager encounters numerous change requests from various teams. These changes may result in the project not meeting its objectives. How should the project manager ensure that these changes are managed effectively?
A. Include the changes in the backlog and review priorities with the product owner.
B. Record the changes using the risk register and continue monitoring.
C. Deny the change requests and keep delivering the project as planned.
D. Review the project and communications management plan with the main stakeholder.
Question # 25
In a frequently changing project, the project manager discovers a customer requirement change during a daily meeting. What should the project manager do?
A. Give the change to the scrum master to investigate how much additional effort the change will require.
B. Tell the customer that the requirement change will be put into the next project phase if management approves.
C. Validate the requirement change with the product owner and development team before redefining the scope.
D. Escalate to management for approval since the change was not included in the original requirements.
Question # 26
At the end of a project's initiation phase, the budget was developed and sent to the approval board. During the approval meeting, one of the key stakeholders asked how the budget was developed for future uncertainties. How should the project manager reply?
A. Recurrent team meetings are planned to control the budget against future uncertainties.
B. Probabilistic analysis was used to develop the budget to address future uncertainties.
C. The budget was developed by using the lessons learned from previous project data.
D. Feedback from stakeholders will be addressed at each board meeting to adapt the budget.
Question # 27
An organization that embraced agile a couple of years ago is looking for a more efficient way to ensure that the increments produced in each sprint meet the end users’ quality requirements. What should the project lead recommend?
A. Develop a more comprehensive template for the definition of done (DoD).
B. Increase the percentage allocated for testing each backlog item.
C. Organize more frequent sprint reviews with a broader audience.
D. Establish a quality assurance (QA) team separate from the development team.
Question # 28
Project progress meetings occur via virtual conference calls. In every project progress meeting, one team member continuously interrupts others during discussions. Other team members often have no opportunity to talk or complete their explanations. What should the project manager do?
A. Speak individually with the team members who do not participate in conversations.
B. Manage time efficiently using the agenda and ask each participant to contribute.
C. Speak individually with the team member who always disrupts the conversations.
D. Start the meeting with a review of the ground rules, meeting objectives, and the agenda.
Question # 29
A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, but management wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach. Most of the team members complained about changing approaches because the performance of this team has always been above average among the IT teams in the bank. Which two actions should the project manager take? (Choose two)
A. Interview the most resistant team members to persuade them to try to accept an agile
approach.
B. Conduct training sessions with the team so that the team can understand what the agile approach and mindset are.
C. Ask the team to identify the product backlog and create a kanban board for the team to manage and follow the approach.
D. Meet with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile.
E. Brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team.