Free Practice Questions for PMI PMP Exam

Review the minimum viable product (MVP) user stories and ensure all related stories are prioritized.

Ask the team and product owner to reprioritize the user stories in the backlog for an updated iteration schedule.

Ask the team to include the user stories as spikes in the next iteration to bring the project back on schedule.

Add additional iterations to the schedule to accommodate for the work required on the stories.

Involve team members in stakeholder analysis and engagement.

Invite all stakeholders to progress meetings to avoid ambiguity.

Ensure team members have access to a well-written requirements traceability matrix.

Engage with the project sponsor and ensure the product backlog is correct and up to date.

Update the stakeholder engagement plan to include the CEO.

Meet with the CEO to review the current deliverables for the project.

Identify the CEO's preferred method of communication.

Send the updated project management plan and documents to the CEO.

Hold the team collectively responsible for their actions.

Explore the possibility of reshuffling the team.

Introduce training sessions to improve the team's performance.

Schedule team-building activities as required.

Scrum ceremonies are held per the Scrum guide.

Team members share information and experiences.

Formal training courses have been completed by team members.

Project deliverables are formally approved.

Register the issue as a risk with the project team members.

Review the project schedule with project team members and the suppliers.

Advise the procurement department to develop a new supplier strategy.

Use the procurement and risk management plans to manage this issue.

Ensure a continuous feedback environment is leveraged to improve the quality and overall satisfaction.

Review the requirements and instruct the team to develop the deliverables according to the documentation.

Mentor the team members and ensure they perform peer reviews of their work before implementation.

Utilize the retrospectives to identify issues in the development phase that may cause deliverables to not be accepted.

Investigate alternatives for team member needs.

Evaluate the engagement needs for stakeholders.

Identify the root cause of the team member's misunderstanding.

Build trust and influence stakeholders.

Use the contingency budget to implement compression techniques to finish the current project phase early.

Review the stakeholder engagement plan and determine the best course of action to take.

Notify the outgoing sponsor that the project needs to be put on hold until the new sponsor is onboarded.

Submit a change request to the change control board (CCB) to modify the end date of the current phase.

Collect and analyze information about the new regulation.

Put the project on hold and wait for the regulation information to be confirmed.

Proceed with the project as long as the regulation is not yet finalized.

Meet with the sponsor to discuss the regulation issue and determine the proper action.

Seek to understand the sentiments of each team member and then work with them to address their concerns.

Bring the team together on a phone call to explain the criticality of the project and the impact of schedule delays.

Contact the functional manager to request a replacement for team members who are not able to meet the schedule.

Begin holding daily meetings and ask each team member to share their status and demand that they remain on schedule.

Decline the team member's request as it might jeopardize the schedule.

Approve the team member's request as it will increase motivation.

Decline the team member's request since the goal is not individual team member advancement.

Approve the team member's request on condition they work additional hours when they return from training.

Add the issue to the issue log and communicate the issue in the next regular report to project stakeholders.

Escalate the issue to the project sponsor notifying them of the slow services from the department.

Send all service requests to the department earlier in the project to lessen the impact on the delivery date.

Arrange a meeting with the leader to explain the project's needs and understand the leader's perspective.

Revise the project schedule to accommodate fixing discovered issues.

Ensure customer validation occurs more frequently during the life cycle of the project.

Review the customer validation team's test plan early in the life cycle.

Ask the project team to increase unit testing of the deliverables.

Align the project goals with the team member.

Reassign the team member to another project.

Nominate the team member to receive agile training.

Allocate another resource to support the team member.

Meet with the vendors to evaluate the impact on the budget.

Implement crashing to mitigate the impact on the budget.

Review the organizational process assets (OPAs) as a reference.

Request the release of management reserve for the project.

Ask the team to adapt based on their current resources.

Plan a meeting with the stakeholders to get more resources.

Replan the upcoming deliverables based on the available tools.

Ask the project sponsor to provide the needed resources.

Speak with the product manager to prioritize the compliance-related activities high enough in the backlog to submit a prototype to the regulatory body.

Identify the missing requirements, prioritize the missing compliance work directly into the backlog, and assign the work to the team.

Reschedule the launch of the product until the team can produce a prototype for inspection as required by the compliance team.

Create an MVP that contains the scope for the prototype and that will be prioritized with the compliance team.

A communications management plan and a change management plan to convey the need for change and support the organization.

A panel of subject matter experts (SMEs) that can be consulted for their opinions on how to implement the change project.

A project risk management plan to evaluate and mitigate the risks of change on the performing organization.

A project stakeholder map to assist in understanding which senior executives need to be consulted on the communications management plan.

Individual team members should discuss solutions to resolve the issues after the Scrum is concluded.

The scrum master should ensure the appropriate escalation to resolve the issues.

The product owner owns the open issues until they are resolved.

Individual team members need to submit service desk tickets to resolve the issues.

Ask for financial support to set up a physical meeting for the team.

Create a virtual room for the team to facilitate their collaboration.

Schedule quarterly in-person meetings to enhance the team's relationships.

Facilitate a virtual session with the team to start planning as soon as possible.

Remove the development team's rejected feature from the backlog.

Reassure all team members that the development team will fix the issue.

Initiate an improvement plan for the development team to follow.

Evaluate the context for the conflict with the development team.

Stop the project until the government transition has taken place.

Ask the sponsor to send a communication to the president-elect team with the progress of the project.

Ask the main stakeholders to document their progress on the project before the transition.

Accept the risk as these changes are part of the organizational culture.

Move forward due to time constraints.

Call a meeting with the project team to decide.

Consider both of them to be important stakeholders.

Conduct an evaluation on both stakeholders.

Review and update the project management plan to accommodate the delays.

Speak with the project sponsors about changing the project management plan.

Create a change request to increase the cost of resources.

Delay the project until additional resources can be identified.

Give some advice to the team member to reduce their stress and anxiety.

Review team participation in the next retrospective meeting with all team members.

Reach out to the team member to discuss and address their concerns as soon as possible.

Evaluate upcoming project deadlines and reorganize team member assignments.

Provide the decision executive with all of the project details and request budget approval from the appropriate person.

Identify the right person with help from local management, present the project summary, and request budget approval.

Approach each of the referred individuals separately and request approval of the project budget from the appropriate person.

Obtain the latest organizational chart and send an email to the appropriate person requesting budget approval.

Prioritize stakeholders from the client's organization and the local community.

Prioritize stakeholders from the project manager's own organization.

Prioritize the stakeholders that are more interested in the success of the project.

Prioritize the stakeholders that may have more impact on the development of the project.

Meet with the project sponsor and key stakeholders to confirm that the information about the forecasted project value is accurate.

Ask the organization to cancel the project because the project manager is unable to confirm that the project will deliver the forecasted value.

Proceed with execution of the project whether the information about the forecasted value is right or not because the project is already approved.

Develop scope alternatives to achieve the forecasted project value in the event that project benefits information is inaccurate.

Stop the project and review the output.

Ask the testers to provide additional information.

Ask the sponsor for assistance and guidance.

Continue with testing according to the plan.

Brainstorm the issue with the project team.

Organize a meeting between the product owner and the sales manager.

Invite the sales manager to the next sprint review.

Organize a demo for the sales manager with the development team.

Invite the sales manager to the sprint retrospective.

Resource management plan

Communications management plan

Information management plan

Stakeholder engagement plan

Project team

Project management office (PMO)

Quality lead

Product owner

Submit a request to access contingency reserves and accept the changes.

Submit a change request for additional resources and accept the changes.

Ask the project sponsor to reject high-risk scope changes.

Closely monitor scope changes and implement corrective actions.

Record that the delay is attributable to the client and request a meeting.

Check the contractual terms about liquidated damages and reject if not applicable.

Meet with the sponsor to analyze the delays and the associated liquidated damages.

Schedule a detailed analysis of the delays using cause and effect.

Hold separate retrospective meetings for both the vendor team and the internal team.

Schedule a preliminary meeting with the account manager from the vendor and the test manager.

Establish a clear agenda for the meeting and remind the vendor and internal teams that the scope is to improve the process.

Invite the procurement manager and a representative from the vendor to manage the current tense relationship.

Cumulative flow diagram

Earned value (EV)

Burndown chart

Forecast estimation

Explain that each stakeholder expects a different customized newsletter, ensuring it complies to all of their requirements.

Explain that to prepare for all situations and as part of risk mitigation, many different newsletters are created just in case they are needed.

Explain that customized newsletters are part of the organizational culture and that following this step-by-step process is of utmost importance.

Explain that each individual newsletter is based on specific categories of communication for the intended audience.

Organize a training for the new team member on the processes the team is currently using.

Speak with the new team member at the retrospective and discuss potential improvements.

Formalize the new processes and implement the team member's proposed changes.

Hold a team meeting on governance, operating policies, procedures, and practices.

This framework is not appropriate for agile.

This is a learning experience for the agile team.

An agile approach is easily adaptable.

An agile approach is different.

Schedule meetings every 2 days at the same time with all team members.

Organize a daily meeting for all team members and extend it, if required.

Schedule meetings every 2 days that align with team members' time zones.

Organize a standard meeting time to engage all of the team members.

Use templates from an existing project.

Ask the project management office (PMO) for guidance.

Surveying peers to understand what templates they have used.

Lead the project team in finding the best templates.

Request a decision from the project sponsor.

Give approval of the technical specifications.

Ask the sponsor for additional funding to hire a senior subject matter expert (SME).

Schedule a meeting with all of the subject matter experts (SMEs) to discuss.

Meet with the team and gather their input on the completion rate.

Revisit the timelines of the deliverables and the project.

Consult the sponsor and secure approval to complete the project.

Transition to an agile delivery so project closure will be faster.

Escalate to the project sponsor to provide a solution to the conflict.

Interpret the source and stage of the conflict and select a resolution approach.

Apply a compromising resolution approach, involving both groups.

Ask the functional managers of both groups to help find a workable solution.

Allocate additional resources to the development team to ensure the original scope can be completed on time.

Suggest prioritizing the most critical features for the next sprint as well as reevaluating the remaining scope.

Agree on reducing the scope to match the team's resources and plan to add the removed items to future sprints.

Insist on keeping the original scope and explain the importance of meeting all the project milestones on time.

During the sprint review, ensure that the completed items deliver business benefits.

Present in detail the business benefits delivered in the sprint during the sprint retrospective.

During the daily standup, ensure that each item meets the definition of done (DoD) before accepting it.

Review in detail the criteria for the definition of done (DoD) for each item during the sprint planning.

As the project includes elements that are not yet clearly defined, an agile approach is the best option.

As the project sponsor has requested a detailed time line up front, an agile approach is the best option.

As the project appears to have both agile and predictive elements, a hybrid approach is the best option.

As the project includes elements that are not yet clearly defined, a predictive approach is the best option.

Develop a plan for individual team members' growth and organize more team-building events.

Recommend that the project director appoint project managers for each continent.

Set up ground rules for team engagement, taking into consideration different cultures.

Take differences in time zones into consideration when scheduling team meetings.

Assign a project team member to document exchanged communication for future reference.

Assign the project sponsor as the point of contact for all provider communication.

Ensure that all project stakeholders participate in the scope definition meetings.

Establish a common language of terms with which to communicate with the provider.