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NO.1 A project sponsor has requested that the project manager reprioritize the team's tasks to
include a feature that is not part of the minimum viable product (MVP) for the project. Although the
project sponsor isvery keen on the feature, adding it has the potential of causing team burnout
and/or delaying the release.
How should the project manager address this situation?
A. Ensure the feature's tasks are included in the iteration backlog, explain to the sponsor the
consequences of the request, and ask the team to deliver the feature in the current iteration.
B. Ensure the feature has been included in the product backlog, then hold a meeting with the team
and sponsor to determine how to deliver the feature within the current iteration.
C. Ensure the feature is included in the iteration backlog, ask the team to work on the current tasks
first, and include the new tasks after those tasks are completed.
D. Ensure the feature has been included in the product backlog, explain to the sponsor the
consequences of the request, and ask the team to include the features tasks in the next iteration.
Answer: D
Explanation
The product backlog is a prioritized list of features and requirements that the project team needs to
deliver.
The iteration backlog is a subset of the product backlog that the team commits to complete in a given
iteration.
Adding a feature that is not part of the MVP to the iteration backlog can disrupt the team's workflow
and compromise the quality of the deliverables. Therefore, the project manager should ensure that
the feature is added to the product backlog, explain to the sponsor the impact of the request on the
team's performance and the project schedule, and ask the team to include the feature's tasks in the
next iteration, after they have completed the current iteration's tasks. This way, the project manager
can balance the sponsor's expectations and the team's capacity, while maintaining the project's
scope and quality. References: PMBOK Guide, PMI Study Hall, PMP Question Bank PMBOK Guide, 7th
edition, pages 128-129, 132-133 :
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
NO.2 A project team consists of eight resources working on a complex project. The chief technical
designer prefers to work alone and seldom talks in meetings, but produces good designs. The
technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their
thoughts in discussions.
What should the project manager do to improve overall team performance?
A. Ask the chief technical designer to provide their feedback by email.
B. Let the team dynamics continue as is since the current team mix works well.
C. Encourage the chief technical designer to engage more with the team.
D. Ask the technical lead to drive the project's technical discussions.
Answer: C
Explanation
this question is related to the Project Management Professional (PMP) certification exam, which is a
credential that validates the knowledge and skills of project managers. The PMP exam is based on the
PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for
managing projects. The question describes a situation where a project team consists of eight
resources working on a complex project. The chief technical designer prefers to work alone and
2
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seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots
of opinions about the project, and constantly clarifies their thoughts in discussions. The question asks
what the project manager should do to improve overall team performance.
Based on this information, the best answer is option C, which is to encourage the chief technical
designer to engage more with the team. This is because encouraging the chief technical designer to
engage more with the team is a team management practice that can help the project manager to
enhance the team cohesion, collaboration, and communication. The chief technical designer is a key
resource who has valuable expertise and insights on the project. Encouraging the chief technical
designer to engage more with the team can help the project manager to leverage the chief technical
designer's knowledge and skills, as well as to foster a positive and productive team culture.
Encouraging the chief technical designer to engage more with the team can also help the project
manager to address the potential issues or risks that may arise from the chief technical designer's
isolation or detachment, such as misunderstandings, conflicts, or missed opportunities.
Option A, which is to ask the chief technical designer to provide their feedback by email, is not a good
answer.
This is because asking the chief technical designer to provide their feedback by email may not be
enough or effective to improve overall team performance. Email is a tool that can facilitate
asynchronous communication, but it may not be suitable or sufficient for complex or interactive
discussions. Asking the chief technical designer to provide their feedback by email may not help the
project manager to fully utilize the chief technical designer's potential, as well as to integrate the
chief technical designer with the rest of the team. Asking the chief technical designer to provide their
feedback by email may also reinforce the chief technical designer'spreference to work alone, which
may not be conducive to the team dynamics or the project success.
Option B, which is to let the team dynamics continue as is since the current team mix works well, is
not a good answer. This is because letting the team dynamics continue as is may not be optimal or
sustainable to improve overall team performance. The team dynamics are the interactions and
relationships among the team members that affect the team behavior and outcomes. Letting the
team dynamics continue as is may not help the project manager to identify and address the gaps or
issues that may exist or emerge in the team, such as the lack of involvement or contribution from the
chief technical designer, or the dominance or disruption from the technical lead. Letting the team
dynamics continue as is may also prevent the project manager from enhancing and developing the
team performance, as well as from adapting to the changing needs and expectations of the project
and the stakeholders.
Option D, which is to ask the technical lead to drive the project's technical discussions, is not a good
answer.
This is because asking the technical lead to drive the project's technical discussions may not be
appropriate or beneficial to improve overall team performance. The technical lead is a resource who
has a high level of energy, opinions, and clarity on the project. Asking the technical lead to drive the
project's technical discussions may not help the project manager to balance the participation and
input of all team members, as well as to respect and value the diversity and perspectives of the team.
Asking the technical lead to drive the project's technical discussions may also create or exacerbate
the problems or challenges that may affect the team performance, such as the marginalization or
alienation of the chief technical designer, or the conflict or resentment among the other team
members. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test
Questions.
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NO.3 A few stakeholders missed the session that was conducted to validate project alignment with
organizational strategy and expected business value. For this reason, their inputs were not collected.
This is the root cause of some conflicts in the decision-making process.
What should the project manager do first to resolve this situation?
A. Reschedule the session.
B. Recognize and understand the conflict.
C. List alternative courses of action.
D. Apply risk assessment techniques.
Answer: B
Explanation
According to the PMP reference materials, conflict is a natural and inevitable occurrence in any
project, and it can have both positive and negative effects on the project performance and
outcomes12. Therefore, the project manager should be able to identify, analyze, and manage conflict
effectively, using various conflict resolution techniques and skills12. According to the best practices
for conflict resolution, the first step in resolving any conflict is to recognize and understand the
conflict, its sources, types, and impacts34. This step involves listening to the different perspectives of
the parties involved, acknowledging their feelings and emotions, and clarifying the facts and
assumptions34. This step helps the project manager to gain a deeper insight into the nature and
scope of the conflict, and to identify the underlying needs and interests of the stakeholders34. The
other options are not the best actions to take as the first step to resolve this situation, as they either
skip or delay the recognition and understanding of the conflict, or they are not relevant or feasible
for the scenario.
Rescheduling the session (A) may not be possible or effective, as it may not address the root cause of
the conflict, or it may aggravate the situation by creating more delays and dissatisfaction. Listing
alternative courses of action may be a useful step later in the conflict resolution process, but it
requires a prior understanding of the conflict and its implications. Applying risk assessment
techniques (D) may not be appropriate or necessary, as the conflict may not be a risk, but a reality,
and it may not be resolved by applying risk management tools or methods. References: 1: Manage
Project Team - Project Management Institute 2:
Conflict Management - Project Management Knowledge 3: Conflict Resolution Tips and Conflict
Resolution Techniques for the PMP ...3 4: 5 Conflict Resolution Techniques in Project Management -
PM Study Circle1
NO.4 A defect is identified during user acceptance testing that could significantly impact the
system's performance.
The project team has advised that this defectputs the delivery date at risk.
Which risk management process should be performed?
A. Perform Qualitative Risk Analysis, to assess the extent of the system performance impact
B. Monitor Risks, to install system performance monitoring tools and update the risk register
C. Perform Quantitative Risk Analysis, to outline the details of the system performance issues
D. Plan Risk Responses, to outline the possible options to bypass the system performance issue
Answer: D
Explanation
According to the PMBOK Guide, the risk management process that should be performed in this
situation is Plan Risk Responses1. This process involves developing options and actions to enhance
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opportunities and reduce threats to the project objectives1. In this case, the defect identified during
user acceptance testing is a threat that could affect the system performance and the delivery date.
Therefore, the project manager should plan risk responses to avoid, mitigate, transfer, or accept the
risk, and to implement contingency plans if the risk occurs1. The other options are not appropriate
for this situation, as they do not address the need to take action to deal with the risk.
Perform Qualitative Risk Analysis is the process of prioritizing risks based on their probability and
impact1. It does not provide options and actions to handle the risks.
Monitor Risks is the process of tracking the implementation of risk responses, identifying and
analyzing new risks, and evaluating risk process effectiveness1. It does not involve developing new
risk responses.
Perform Quantitative Risk Analysis is the process of analyzing the effect of risks on the project
objectives using numerical techniques1. It does not provide options and actions to handle the risks.
References: 1: PMBOK Guide, 7th edition, pages 97-99.
NO.5 A project manager who takes over halfway through a project determines that the cost
performance index (CPI) is 0.65. A detailed audit identifies that the project cost was analogously
estimated, and the auditteam thinks that something was missing in the way the estimates were
done.
What should have been done to avoid this problem?
A. Used bottom-up estimating
B. Utilized three-point estimates
C. Included lessons learned from past projects
D. Validated the schedule performance index (SPI) to evaluate deviation
Answer: D
Explanation
Analogous estimating is a technique that uses historical data from similar projects to estimate the
cost of the current project1. It is a fast and easy method, but it is also less accurate and reliable2.
Bottom-up estimating is a technique that involves estimating the cost of individual work packages or
activities and then aggregating them to get the total project cost1. It is a more accurate and reliable
method, but it also requires more time and resources2. To avoid the problem of underestimating the
project cost, the project manager should have used bottom-up estimating instead of analogous
estimating. This would have provided a more realistic and detailed cost baseline for the project.
Utilizing three-point estimates (B) or validating the SPI (D) are techniques that can help improve the
accuracy and reliability of cost estimates, but they are not alternatives to choosing the appropriate
estimating method. Including lessons learned from past projects is a good practice that can help
avoid common pitfalls and errors in cost estimation, but it does not guarantee the accuracy and
reliability of the estimates. References: 1: PMBOK Guide, 6th Edition, pp. 234-2392: Top 60+ PMP
Exam Questions and Answers for 2023 - KnowledgeHut
NO.6 A project manager is assigned to a new project. The project management office (PMO) and the
project manager agree that this is the right opportunity to include daily standup meetings. The
project team has never used such tools, and a few members are challenging the decision.
What should the project manager do in this situation?
A. Engage an external vendor to perform the design phase under an iterative approach.
B. Define the ground rules, responsibilities, and conflict management strategies.
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C. Request that new team members familiar with iterative approaches be assigned to this project.
D. Update the project schedule to consider a daily standup as part of the project design phase.
Answer: B
Explanation
According to the PMBOK Guide, the project manager is responsible for developing the project team
by improving their competencies, interactions, and overall performance. One of the tools and
techniques for developing the project team is ground rules, which are the mutually agreed-upon
standards of behavior that guide the team's actions and interactions. Ground rules can help the
project manager establish the expectations, roles, and responsibilities of the team members, as well
as the methods and frequency of communication. In this scenario, the project manager is assigned to
a new project, and the PMO and the project manager agree that this is the right opportunity to
include daily standup meetings, which are short and focused meetings that allow the team to share
progress, issues, and plans. The project team has never used such tools, and a few members are
challenging the decision, which may indicate a lack of understanding or agreement on the purpose
and benefits of daily standup meetings. The best way to handle this situation is to define the ground
rules, responsibilities, and conflict management strategies, using ground rules as a tool. This option
can help the project manager explain the rationale and objectives of daily standup meetings, clarify
the roles and expectations of the team members, and address any concerns or disagreements that
may arise.
Engaging an external vendor, requesting new team members, or updating the project schedule are
not the best options, as they do not address the issue of team development, or may be unnecessary
or impractical to implement. References: PMBOK Guide, 7th edition, pages 215-216, 9.5 Develop
Team.
NO.7 A project manager held a meeting and framed the project schedule. A critical stakeholder, who
was not consulted at the time of theschedule discussion, complained that the published dates are not
agreeable due to a prescheduled task for another assignment.
What should the project manager do first?
A. Reach out to the project sponsor and request additional resources.
B. Analyze the root cause of the issue and update the communications management plan.
C. Organize a new schedule framing meeting with the critical stakeholder to obtain input.
D. Discuss with the project sponsor and create a new project schedule.
Answer: C
Explanation
According to the PMBOK Guide, a project manager should engage stakeholders throughout the
project life cycle and ensure their expectations and needs are considered and addressed. A critical
stakeholder who was not consulted at the time of the schedule discussion may have valuable
information, insights, or constraints that could affect the project schedule. The project manager
should organize a new schedule framing meeting with the critical stakeholder to obtain input, clarify
requirements, resolve conflicts, and reach agreement on the project schedule. This can help avoid
rework, delays, and dissatisfaction in the future. Reaching out to the project sponsor, analyzing the
root cause, or creating a new project schedule are not the best options, as they do not involve the
critical stakeholder and may not address the underlying issue. References: PMBOK Guide,
7th edition, page 32-33, 36-37, 40-41.
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NO.8 During a project gate review meeting, it is identified that one of the project deliverables will
require corrective actions to meet the project quality requirements. What should the project
manager do first?
A. Identify the resources that were responsible for the deliverable and request a team development
plan.
B. Update the risk register and implement the approved risk response plan for quality deviations.
C. Update the issue log, identify the involved stakeholders, and assign resources to the corrective
actions.
D. Submit a change request to update the project quality requirements for the involved project
deliverable.
Answer: C
Explanation
According to the Project Management Professional (PMP) Reference Materials, the first thing that the
project manager should do when a project deliverable requires corrective actions to meet the project
quality requirements is to update the issue log, identify the involved stakeholders, and assign
resources to the corrective actions. This is because the issue log is a tool that records and tracks any
issues that arise during the project, such as quality deviations, and how they are resolved. By
updating the issue log, the project manager can document the problem, its impact, and the actions
taken to address it. The project manager can also use the issue log to communicate the issue to the
relevant stakeholders, such as the project sponsor, the customer, the team members, and the quality
assurance personnel, and obtain their feedback and approval. The project manager can also assign
the appropriate resources, such as staff, equipment, or budget, to implement the corrective actions
and ensure that the project deliverable meets the quality requirements. Updating the issue log,
identifying the involved stakeholders, and assigning resources to the corrective actions can help the
project manager to manage the quality deviation in a timely and effective manner, and prevent
further delays or defects in the project. References: Project Management Professional (PMP) Exam
ContentOutline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh
Edition, Issue Log.
NO.9 A project manager is in the middle of a project when one of the key project team members
needs to take an unexpected and prolonged leave of absence. The project isahead of schedule and
running under budget.
Which two actions should the project manager take initially to resolve this problem? (Choose two)
A. Check the project's responsibility assignment matrix (RAM) to determine which activities will be
affected.
B. Check if the team member's activities are sufficiently documented to facilitate handover.
C. Check the risk register for a prepared response to a resource being suddenly unavailable.
D. Obtain the project sponsor's support to replace the team member on leave.
E. Reassign responsibilities across the remaining members using the available float for training.
Answer: A C
Explanation
A project manager should take the following two actions initially to resolve the problem of a key
project team member taking an unexpected and prolonged leave of absence:
Check the project's responsibility assignment matrix (RAM) to determine which activities will be
affected. A RAM is a tool that shows the roles and responsibilities of each project team member for
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each project activity. By checking the RAM, the project manager can identify which activities are
assigned to the team member on leave, and how their absence will impact the project schedule,
scope, quality, and resources. This will help the project manager to plan for the necessary
adjustments and communicate them to the relevant stakeholders.
Check the risk register for a prepared response to a resource being suddenly unavailable. A risk
register is a document that records the identified risks, their probability and impact, and the planned
responses for each risk. By checking the risk register, the project manager can see if there is a
contingency plan for the situation of a resource being suddenly unavailable, such as a reserve of time,
money, or personnel.
This will help the project manager to implement the appropriate response and mitigate the negative
effects of the risk.
The other three actions are not the best initial steps to take, because:
Checking if the team member's activities are sufficiently documented to facilitate handover is a good
practice, but it is not the first thing to do. The project manager should first determine which activities
are affected and how critical they are, before deciding how to hand them over to another team
member or an external resource.
Obtaining the project sponsor's support to replace the team member on leave is a possible option,
but it is not the first thing to do. The project manager should first assess the impact of the team
member's absence and the availability of alternative resources, before requesting the sponsor's
approval and support for a replacement.
Reassigning responsibilities across the remaining members using the available float for training is a
possible option, but it is not the first thing to do. The project manager should first evaluate the
feasibility and suitability of this option, considering the skills and workload of the remaining
members, the complexity and urgency of the activities, and the amount of float available.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge
(PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
Project Team Annual Leave and Absence Tracker
How To Write a Leave of Absence Request (With Examples)
Formal Leave of Absence Letter Request Example
NO.10 A company has undertaken a large transformation project in preparation for the changing
economy. During the planning of the transformation project, the key resource from human resources
(HR) refuses toapprove the proposed project plan.
What should the project manager do to gain an understanding of the cause for the resource's
refusal?
A. Communicate with their supervisor.
B. Speak directly with the resource.
C. Organize a team meeting.
D. Speak with their colleague.
Answer: B
Explanation
The best way for the project manager to gain an understanding of the cause for the resource's refusal
is to speak directly with the resource. This will allow the project manager to listen to the resource's
perspective, identify any issues or concerns, and seek a mutually acceptable solution. This approach
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is consistent with the principles of effective communication, stakeholder engagement, and conflict
management in project management. References:
PMBOK Guide, 6th edition, pages 376-377, 504-505, 518-519.
PMP Exam Content Outline, June 2019, pages 8-9, 14-15.
NO.11 A project manager has just been assigned to a new project. The project manager's first task is
to present the project benefits to the stakeholders.
Which three items should form part of the presentation? (Choose three)
A. Risks associated with achieving the target benefits
B. Communications management plan
C. Metrics to measure benefits throughout the project
D. Expected business value
E. Stakeholder register
Answer: A C D
Explanation
According to the PMBOK Guide, a project manager should identify, analyze, and communicate the
benefits of the project to the stakeholders. The project benefits are the measurable improvements
resulting from the project outcomes that provide value to the organization and the stakeholders. The
project manager should present the following three items as part of the project benefits
presentation:
Risks associated with achieving the target benefits: The project manager should identify and assess
the potential threats and opportunities that may affect the realization of the project benefits. The
project manager should also plan and implement risk responses to minimize the negative impacts
and maximize the positive impacts on the project benefits.
Metrics to measure benefits throughout the project: The project manager should define and track
the key performance indicators (KPIs) that can measure the progress and achievement of the project
benefits.
The project manager should also compare the actual results with the planned targets and report any
deviations or gaps to the stakeholders.
Expected business value: The project manager should estimate and communicate the expected value
that the project will deliver to the organization and the stakeholders. The expected business value
can be expressed in terms of financial, strategic, operational, or social benefits that align with the
organizational objectives and stakeholder needs. References: PMBOK Guide, 7th edition, page 23-24,
28-29, 31-32.
NO.12 A project manager was recently assigned to a project that is in the execution phase and is
experiencing roadblocks. During a review of the processes and procedures, the project manager
notices similarities to a previous project that experienced similar roadblocks. The project manager
reviews the task schedule and finds that certain tasks are well behind expectations. In speaking with
the project team, the project manager confirms that the team is following the processes exactly.
What should the project manager do?
A. Review the resources allocated to the project and change accordingly.
B. Review and amend the processes to ensure only value-adding activities are present.
C. Update the variation register to account for the extended project time.
D. Update the schedule to account for the unexpected delays in the project tasks.
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Answer: B
Explanation
According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to "tailor
the delivery approach based on context" (p. 11). This principle implies that the project manager
should adapt the processes and practices to suit the specific needs and characteristics of the project,
rather than following a rigid or predefined methodology. The project manager should review and
amend the processes to ensure only value-adding activities are present, as this will help to eliminate
waste, optimize efficiency, and improve performance. Reviewing the resources, updating the
variation register, or updating the schedule are not effective ways to handle the situation, as they do
not address the root cause of the problem, which is the misalignment between the processes and the
project context. References: PMBOK Guide, 7th edition, p.
11; PMP Exam Content Outline, Domain II: Process, Task 2.
NO.13 A company wants to increase the commercial value of one of its products in a highly
competitive market. In order to do this, the company commissions a project to create a prototype.
The team constructs the prototype incrementally.
Which action should the project manager take as a priority?
A. Ensure the project sponsor is aware of the go-to market date.
B. Emphasize the use of Kanban methodology.
C. Implement a plan-do-check-act (PDCA) cycle.
D. Deliver business value as soon as possible.
Answer: D
Explanation
The project manager should prioritize delivering business value as soon as possible, as this is the main
goal of the project and the reason why the company commissioned the prototype. By delivering
business value early and frequently, the project manager can increase customer satisfaction, reduce
risks, and validate assumptions.
The other options are not as important or relevant as delivering business value in this scenario.
Option A is not a priority, as the go-to market date may change depending on the feedback and
testing of the prototype.
Option B is not a priority, as Kanban is a tool for managing workflow and visualizing progress, but it
does not guarantee business value delivery.
Option C is not a priority, as PDCA is a quality improvement technique that can be applied to any
process, but it does not directly relate to business value delivery. References:
[PMBOK Guide], 6th edition, page 18, section 1.2.6
[Agile Practice Guide], page 8, section 1.2.2
[PMP Exam Content Outline], page 9, task 3 under domain 2
NO.14 A project manager for an IT company starts a project with members distributed across five
different countries and four different time zones. In the first meetings with the sponsor and some
stakeholders, theproject manager notices that people do not join the meetings on time, have
internet connection issues, or experience language barriers during some conversations.
What should the project manager do to improve communication among the team?
A. Setup a team communications management plan for the company and team members to follow
immediately.
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B. Explain the benefits of common working hours to aid better communication among the project
team.
C. Share a contact log document for all the team members to make communication easier.
D. Arrange for some initial face-to-face team meetings for the project team to meet each other.
Answer: A
Explanation
Another possible answer to this question is D. Arranging for some initial face-to-face team meetings
for the project team to meet each other can also help improve communication among the team.
Face-to-face meetings can help build trust, rapport, and cohesion among team members, as well as
foster a shared understanding of the project goals, roles, and responsibilities23. Face-to-face
meetings can also help overcome language and cultural barriers, by allowing team members to
observe non-verbal cues, clarify misunderstandings, and learn from each other23.
The other two options, B and C, may not be the best answers to this question. Explaining the benefits
of common working hours to aid better communication among the project team may not be feasible
or effective, as it may impose unrealistic or unfair expectations on some team members, who may
have to work outside their normal hours or sacrifice their personal or family time23. Sharing a
contact log document for all the team members to make communication easier may not be sufficient
or helpful, as it may not address the underlying issues of communication, such as the quality,
frequency, or content of the communication12.
Therefore, based on the web search results, the most likely answer to the question is either A or D,
but you will have to verify the answer yourself using the official sources.
References: 1: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition
2:
Managing distributed project teams - Project Management Institute 3: Cross culture project
management - Project Management Institute
NO.15 A project manager is reviewing the status of a large project with team members in different
countries. Through the status review, the project manager notices that one team is consistently
behind schedule andtheir work often needs to be corrected.
What should the project manager do to improve the quality of this team's work?
A. Ask a local subject matter expert (SME) to assist the team in reviewing the project requirements.
B. Guide all team members and bring in external consultants to complete the work.
C. Review the issue with the project sponsor and work to reduce the scope for that team.
D. Evaluate the issue with the team to determine if they have the necessary skills to perform
assignments.
Answer: D
Explanation
The project manager should evaluate the issue with the team to determine if they have the necessary
skills to perform assignments. This will help to identify the root cause of the poor quality and
schedule performance, and to take appropriate actions to address the skill gaps, such as training,
coaching, mentoring, or reassigning.
Option A is not the best answer because asking a local subject matter expert (SME) to assist the team
in reviewing the project requirements may not solve the problem of the team's lack of skills. Option B
is not the best answer because guiding all team members and bringing in external consultants to
complete the work may not be feasible, cost-effective, or acceptable to the stakeholders. Option C is

not the best answer because reviewing the issue with the project sponsor and working to reduce the
scope for that team may not be realistic, desirable, or beneficial to the project objectives.
References: PMP Exam Set D - Q57 | Premium PMP Exam Questions However, I cannot guarantee
that this answer is 100% verified or accurate, as it is based on a third-party source and not the official
PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other
reliable sources for more information and confirmation. I hope this helps.
NO.16 A project manager collects various pieces of information and consolidates metrics in an agile
project. The project manager finds that there is slack in the team in terms of productivity. The
number of items sent to development per person has decreased by 10%, and the project manager
used a root cause analysis (RCA) and discovered the reason is a lack of knowledge in one of the
frameworks used for modeling.
What should the project manager do next?
A. Seek an external expert to review the framework.
B. Arrange for external training amid the tight project schedules.
C. Add new members for the underperforming team.
D. Foster knowledge sharing and coaching among team members.
Answer: D
Explanation
The project manager should foster knowledge sharing and coaching among team members to
address the slack in productivity caused by the lack of knowledge in one of the frameworks used for
modeling. This way, the project manager can leverage the existing skills and expertise of the team
members who are familiar with the framework, and help the others to learn and improve their
performance. The project manager can also use various agile techniques, such as pair programming,
peer reviews, retrospectives, and feedback loops, to facilitate knowledge sharing and coaching. The
project manager should not seek an external expert, arrange for external training, or add new
members, as these options may be costly, time-consuming, or disruptive to the team dynamics and
collaboration. References: PMBOK Guide, 6th edition, page 349, Top 60+ PMP Exam Questions and
Answers for 2023 - KnowledgeHut
NO.17 A team has been working on a project for several months, but the completion date is unclear
because the scope is changing frequently as new knowledge is gained. Some deliverables have
already been completed, but when new stakeholders join the team, they complain that project
outcomes are not meeting business goals.
How can the project manager prevent this situation from happening in the future?
A. Create a detailed work breakdown structure (WBS) and milestone schedule approved by all
stakeholders.
B. Create a prioritized backlog and define iteration review sessions with stakeholders.
C. Schedule a kick-off meeting for every project phase to share the project management plan with all
stakeholders.
D. Schedule a daily meeting to review team performance and impediments.
Answer: B
Explanation
This question is about managing a project with frequent scope changes and new knowledge, which
suggests that the project is following an adaptive or agile approach. In such a situation, the project

manager should use agile practices and tools to ensure that the project outcomes are aligned with
the business goals and the stakeholder expectations. One of these practices is to create a prioritized
backlog, which is a list of features or requirements that are ranked according to their value and
urgency. The backlog helps the team to focus on the most important and relevant work items and to
deliver them in short iterations. Another practice is to define iteration review sessions with
stakeholders, which are meetings that occur at the end of each iteration to demonstrate the
completed deliverables, collect feedback, and validate the value and quality of the work. The
iteration review sessions help the team to communicate with the stakeholders, incorporate their
input, and ensure their satisfaction. These practices can prevent the situation from happening in the
future, as they can enhance the transparency, collaboration, and alignment of the project. The other
options are not as suitable for managing a project with frequent scope changes and new knowledge,
as they are more aligned with a traditional or predictive approach. Creating a detailed WBS and
milestone schedule may not be realistic or feasible, as the scope may change or be unclear at the
beginning of the project. Scheduling a kick-off meeting for every project phase may not be necessary
or effective, as the project may not have distinct phases or the project management plan may change
frequently. Scheduling a daily meeting to review team performance and impediments may not be
sufficient or relevant, as it does not involve the stakeholders or address the business goals.
References:
PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Project
Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 170-171, 176-177, 487.
Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager,
2023, pp. 4-5, 9-10.
A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.
NO.18 In a project, one core team member tends to do all the work and ensures all tasks are
completed. This core team member is soon leaving the project, which may make the project
vulnerable.
A. Ask human resources (HR) to counsel the team member to balance the workload.
B. Assess a mechanism for knowledge transfer among the team members.
C. Ensure the activities of this team member are distributed across the project team.
D. Motivate the team member to stay by providing them with incentives.
Answer: B
Explanation
= The project manager should assess a mechanism for knowledge transfer among the team members,
as this is the best way to ensure that the project continuity and quality are not compromised when
the core team member leaves. The project manager should identify the critical knowledge and skills
that the team member possesses, and plan how to share them with the rest of the team. The project
manager should also monitor and support the knowledge transfer process, and evaluate its
effectiveness. The other options are not the best actions to take in this situation, as they do not
address the root cause of the problem or seek to mitigate the risk. References: = A Guide to the
Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 6:
Project Team, Section 6.3: Develop Team, Page 163-164.
NO.19 During project execution, the project manager observes lower velocity and a high volume of
tasks in the testing queue. The project is using a hybrid approach and there are only a few sprints

remaining.
A. Add a new resource with testing skills to the team.
B. Work with the team to understand and solve the issues.
C. Provide testing training to all the project team members.
D. Increase the sprint duration so the testing can be completed.
Answer: B
Explanation
A hybrid approach is a combination of predictive and adaptive methods that are tailored to suit the
specific needs and characteristics of a project. A hybrid approach can offer the benefits of both
flexibility and predictability, as well as the ability to adapt to changing requirements and deliver value
incrementally.
However, a hybrid approach also requires a careful analysis of the project context, the
interdependencies of the processes, and the alignment of the stakeholders. Therefore, if the project
manager observes lower velocity and a high volume of tasks in the testing queue, the best option is
to work with the team to understand and solve the issues. The project manager should collaborate
with the team to identify the root causes of the testing backlog, such as unclear requirements,
inadequate testing tools, insufficient testing skills, or poor communication. The project manager
should also facilitate the team to find the best solutions, such as reprioritizing the backlog, adjusting
the testing strategy, improving the testing environment, or seeking feedback from the stakeholders.
The project manager should also monitor and control the testing process and the project
performance, as well as communicate the progress and the issues to the relevant stakeholders. The
other options are not as suitable or effective for addressing the testing backlog, as they may not
follow the established guidelines or consider the impact of the changes on the project objectives and
constraints. Adding a new resource with testing skills to the team may not be realistic or feasible, as it
may increase the cost, risk, or complexity of the project, or it may disrupt the team dynamics or the
sprint rhythm. Providing testing training to all the project team members may not be necessary or
beneficial, as it may consume time, resources, or budget that could be used for other project
activities, or it may not improve the testing quality or efficiency significantly. Increasing the sprint
duration so the testing can be completed may not be optimal or timely, as it may delay the delivery
of value to the stakeholders, or it may affect the scope, schedule, or quality of the project.
References:
PMI, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Project
Management Institute Inc., 2017, pp. 28-29, 35-36, 54-55, 487.
Ultimate Guide To Hybrid Project Methodologies & How To Make Them, The Digital Project Manager,
2023, pp. 4-5, 9-10.
A Guide to Hybrid Project Management: Blending Agile and Traditional PM, Float, 2023, pp. 3-4, 7-8.
NO.20 A new development project is about to start, and the project manager knows that a high-
profile customer makes very specific and frequent requests in all sprints. This projectwill demand
contract coordination with third parties, and the project manager must find a better way to manage
customer and partner expectations.
What strategy should the project manager use?
A. Specify the scope and features to be deployed in the contract clearly.
B. Change the marketing and product management definitions to meet stakeholder needs.

C. Focus on the implementation of a software as a service (SaaS) solution for the customer.
D. Work very closely with the customer and third parties to meet their needs.
Answer: D
Explanation
A project manager who is working on a new development project with a high-profile customer and
third parties should use the strategy of working very closely with the customer and third parties to
meet their needs.
This is because:
The customer makes very specific and frequent requests in all sprints, which means that the
customer has high expectations and involvement in the project. The project manager should maintain
regular and effective communication with the customer, and seek to understand and address their
requirements, feedback, and concerns. The project manager should also manage the customer's
expectations by setting clear and realistic goals, scope, and deliverables, and by providing
transparent and accurate progress reports and status updates.
The project demands contract coordination with third parties, which means that the project involves
multiple stakeholders and dependencies. The project manager should establish and maintain good
relationships with the third parties, and ensure that their roles and responsibilities are clearly defined
and documented in the contract. The project manager should also monitor and control the
performance and quality of the third parties, and resolve any issues or conflicts that may arise during
the project execution.
Working very closely with the customer and third parties to meet their needs is consistent with the
agile project management approach, which emphasizes customer satisfaction, collaboration, and
adaptation.
The project manager should adopt agile practices and tools, such as iterative and incremental
development, user stories, backlog management, sprint planning, daily stand-up meetings,
retrospectives, and demos, to deliver value to the customer and the third parties in a timely and
efficient manner.
The other three options are not the best strategies for the project manager to use, because:
Specifying the scope and features to be deployed in the contract clearly is a good practice, but it is
not enough to meet the customer and third parties' needs. The project manager should also be
flexible and responsive to the changing requirements and expectations of the customer and the third
parties, and be able to adjust the scope and features accordingly.
Changing the marketing and product management definitions to meet stakeholder needs is a risky
and unnecessary strategy, as it may cause confusion and inconsistency in the project. The project
manager should align the marketing and product management definitions with the stakeholder
needs, rather than changing them.
Focusing on the implementation of a software as a service (SaaS) solution for the customer is a
specific and narrow strategy, which may not suit the nature and scope of the project. The project
manager should consider the feasibility, suitability, and desirability of the SaaS solution for the
customer and the third parties, and evaluate other possible alternatives, before deciding on the best
solution for the project.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge
(PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
4 Ways Project Managers Can Help with Customer Engagement

Process of Managing Project Contracts | PMI

Third-Party Project Management- Project Communications Model
NO.21 A project team is having difficulties understanding technical details regarding requirements.
The information was not initially provided by the customer, butthe information is critical in the
current iteration for clarification on how tasks need to be accomplished.
How should the project manager approach this situation?
A. Educate the customer and have them participate in daily standup meetings.
B. Request that the customer reviews and clarifies feature definitions for the current sprint.
C. Send a burndown chart of the current sprint to the customer and seek clarifications.
D. Schedule weekly meetings and product reviews with the customer to clarify requirements.
Answer: A
Explanation
In agile projects, the customer is an integral part of the project team and should be involved in the
planning, execution, and review of each iteration. By educating the customer on the agile principles
and practices, the project manager can ensure that the customer understands the value of frequent
feedback, collaboration, and adaptation. By having the customer participate in daily standup
meetings, the project manager can facilitate direct communication between the customer and the
development team, and enable quick resolution of any issues or ambiguities regarding the
requirements. This will help the project team to deliver the most valuable features to the customer in
each sprint. References: PMBOK Guide, 7th edition, pages 55, 56, 57, 58, 59, 60,
61, 62, 63, 64, and 65. World of Project Management.
NO.22 A company is transitioning from a predictive to an agile approach. During the last two sprint
reviews, the product owner complained about the development team, indicating that the increments
do not meet the acceptance criteria defined in the user stories. The development team complained
about the product owner, who is defining sprint backlog items, because the backlog items cannot be
delivered during the 2-week sprints agreed to at the beginning of the project.
How should the project manager resolve this situation in their new role as servant leader?
A. Extend the sprints to 3 weeks to allow the work requested by the product owner to be completed.
B. Request that the team use the next sprint to complete all technical debt remaining from the
previous sprints.
C. Encourage the whole team to be empowered and accountable for the decisions made according to
their roles.
D. Review the organizational process assets (OPAs) to find similar situations and review the
resolution actions taken.
Answer: C
Explanation
According to the PMBOK Guide 6th Edition, the project manager should act as a servant leader in an
agile environment, which means supporting the team members in their self-organization,
collaboration, and continuous improvement. The project manager should also facilitate the alignment
of the team's goals with the project vision and objectives. Therefore, the best option is to encourage
the whole team to be empowered and accountable for the decisions made according to their roles,
such as defining and prioritizing the backlog items, delivering the increments, and meeting the
acceptance criteria. Extending the sprints, requesting the team to complete the technical debt, or

reviewing the OPAs are possible actions that the project manager can take later, but they are not the
best option to resolve the situation in their new role as servant leader. References: PMBOK Guide 6th
Ed., 3.0 The Role of the Project Manager, Page 51; PMBOK Guide 6th Ed., 3.1.2 Project Manager's
Sphere of Influence, Page 53; PMBOK Guide 6th Ed., 3.1.3 Project Manager's Competencies, Page 54;
1
NO.23 An organization is embarking on the deployment of a new digital solution that will
revolutionize purchasing services. The project manager has created all the necessary plans and
activities to ensure a successful integration and solution launch. There is a risk of a partner's system
being unavailable which could impact the project negatively.
What key activity is needed to ensure the project's success?
A. Continuously monitor the risk of the partner system's unavailability, and put the proper resolution
plans in place in case the risk materializes into an actual issue.
B. Communicate to the project stakeholders that full integration may not be possible and that the
project will potentially be delayed as a result.
C. Eliminate the risk by mandating the partner to change the system settings to facilitate an easier
integration with the new solution.
D. Mitigate the risk by developing alternative plans to make the solution ready and available without
full integration capabilities.
Answer: D
Explanation
The key activity that is needed to ensure the project's success is to mitigate the risk of the partner's
system being unavailable by developing alternative plans to make the solution ready and available
without full integration capabilities. According to the PMBOK Guide, risk mitigation is a risk response
strategy that involves reducing the probability and/or impact of a negative risk1. In this case, the risk
of the partner's system being unavailable is a negative risk that could affect the project scope,
schedule, cost, and quality.
Therefore, the project manager should mitigate the risk by developing alternative plans to deliver the
solution with partial or no integration with the partner's system, and to ensure the solution meets
the customer needs and expectations. This way, the project manager can minimize the impact of the
risk on the project performance and ensure the project's success. The other options are not the key
activities that are needed to ensure the project's success, as they do not address the need to mitigate
the risk.
Continuously monitoring the risk of the partner system's unavailability and putting the proper
resolution plans in place in case the risk materializes into an actual issue is a necessary but not
sufficient activity that does not involve mitigating the risk before it occurs. Monitoring risks is the
process of tracking the implementation of risk response plans, identifying and analyzing new risks,
and evaluating risk process effectiveness1. Resolution plans are also known as contingency plans or
fallback plans, which are implemented only if the risk occurs1. Theseactivities do not reduce the
probability and/or impact of the risk, which is the goal of risk mitigation.
Communicating to the project stakeholders that full integration may not be possible and that the
project will potentially be delayed as a result is an important but not sufficient activity that does not
involve mitigating the risk before it occurs. Communicating risks is the process of sharing information
about risks with the project stakeholders, such as the risk status, progress, and issues1. This activity
does not reduce the probability and/or impact of the risk, which is the goal of risk mitigation.
Eliminating the risk by mandating the partner to change the system settings to facilitate an easier

integration with the new solution is an unrealistic and inappropriate activity that does not involve
mitigating the risk before it occurs. Eliminating risks is a risk response strategy that involves removing
the risk entirely1. In this case, the project manager cannot eliminate the risk by mandating the
partner to change the system settings, as the partner may not agree or comply with the request, and
the system settings may not be the only cause of the risk. This activity does not reduce the
probability and/or impact of the risk, which is the goal of risk mitigation.
References: 1: PMBOK Guide, 7th edition, pages 97-99.
NO.24 A project manager is working on an agile project. The organization decided to implement the
Scrum framework. The project manager organized a workshop to explain the differences between
traditional project artifacts and the Scrum approach.
The most frequent question
raised is what artifact will replace the project schedule.
What should be the project manager's response?
A. Sprint backlog and scrum board
B. Product backlog and scrum board
C. Product roadmap and sprint backlog
D. Sprint plan and product roadmap
Answer: C
Explanation
In the Scrum framework, the project schedule is replaced by two artifacts: the product roadmap and
the sprint backlog. The product roadmap is a high-level overview of the product vision, goals,
features, and milestones.
It provides a long-term direction and alignment for the project. The sprint backlog is a list of tasks
that the team commits to complete in a sprint, which is a short iteration of work. It provides a short-
term plan and focus for the project. The sprint backlog and the scrum board (A) are not enough, as
they do not show the big picture and the long-term objectives of the project. The product backlog
and the scrum board (B) are not correct, as the product backlog is a list of user stories or
requirements that are prioritized by the product owner, not a schedule. The sprint plan and the
product roadmap (D) are not accurate, as the sprint plan is a document that describes the scope,
objectives, and deliverables of asprint, not an artifact that replaces the project schedule. References:
Agile Practice Guide, pages 17-18, 21-22, 77-78; PMP Examination Content Outline, pages 9-10, 13-
14.
NO.25 Organizational downsizing has resulted in the key subject matter expert (SME) resource
leaving a multiyear project. What should the project manager do?
A. Update the stakeholder register.
B. Consult the project sponsor.
C. Refer to the resource management plan.
D. Modify the statement of work (SOW).
Answer: C
Explanation
According to the web search results, a subject matter expert (SME) is a professional with in-depth
knowledge of a specific subject or area1. They collaborate with project managers, teams and
stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it

can have a significant impact on the project's quality, scope, schedule and budget2.
One of the possible actions that a project manager can take when an SME leaves a project is to refer
to the resource management plan3. The resource management plan is a component of the project
management plan that describes how project resources are acquired, allocated, managed and
released4. It may also include a contingency plan for dealing with resource changes or risks4. By
referring to the resource management plan, the project manager can identify the best way to replace
the SME or adjust the project accordingly3.
Another possible action that a project manager can take when an SME leaves a project is to consult
the project sponsor. The project sponsor is a person or group who provides resources and support for
the project and is accountable for enabling success4. The project sponsor can help the project
manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues
or conflicts that may arise due to the SME's departure.
The other two options, updating the stakeholder register and modifying the statement of work
(SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is
a project document that identifies the people, groups or organizations that have an interest in or may
affect or be affected by the project4. The statement of work (SOW) is a narrative description of the
products, services or results to be delivered by the project4. Updating the stakeholder register or
modifying the SOW may not be necessary or appropriate unless the project scope, objectives or
deliverables have changed significantly due to the SME's departure.
Therefore, based on the web search results, the most likely answer to the question is either C or B,
but you will have to verify the answer yourself using the official sources.
References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management:
Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product
Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth
Edition : Why And How You Should Develop In-House Subject Matter Experts ... - Forbes : Project
Management Professional (PMP Examination Content Outline
NO.26 A project has completed design activities ahead of schedule. Suddenly, the project manager is
informed by a vendor thata deliverable may not meet theagreed delivery time frame due to a
resource shortage. The internal team asked if they should continue to deliver as per the schedule.
A. Discuss with the project team alternative options to deliver as planned.
B. Inform the project team that they may proceed at a more relaxed pace.
C. Discuss with the team the need for longer hours to minimize the impact.
D. Inform the project team that some of them will work for the vendor.
Answer: A
Explanation
According to the PMBOK Guide 7th Edition, the project manager should monitor and control project
work and respond to any issues or risks that may affect the project performance. In this case, the
project manager should discuss with the project team alternative options to deliver as planned, such
as finding another vendor, negotiating with the current vendor, adjusting the project schedule, or
reallocating the project resources. The project manager should not inform the team that they may
proceed at a more relaxed pace, as this may compromise the project quality and stakeholder
satisfaction. The project manager should not discuss with the team the need for longer hours, as this
may cause burnout and demotivation. The project manager should not inform the team that some of
them will work for the vendor, as this may create conflicts of interest and contractual issues1.

References: PMBOK Guide 7th Edition, Chapter 4: Project Delivery, Section 4.3: Monitor and Control
Project Work, Page 97.
NO.27 A project manager is leading a project in an organization that has a functional structure. The
project manager has been informed by the team that the tasks related to the purchase of services are
taking too long, as the purchasing department has other priorities.
A. Ask the project team to keep developing other tasks that do not depend on the purchase of
services.
B. Request that the purchasing tasks be outsourced through an existing purchasing vendor.
C. Meet with the purchasing manager to find the source of the delays and agree on a purchasing
schedule.
D. Modify the project schedule to accommodate the delays in the purchase of services.
Answer: C
Explanation
= In a functional organization, the project manager has limited authority and control over the
resources and processes that are outside their functional area. The purchasing department is a
separate functional unit that may have its own policies, procedures, and priorities that are different
from the project's needs. Therefore, the project manager should meet with the purchasing manager
to find the source of the delays and agree on a purchasing schedule that aligns with the project
schedule. This can help to resolve the issue, improve the communication, and foster a collaborative
relationship between the project and the purchasing department.
The other options are not appropriate actions for the project manager to take. Option A is not
proactive and does not address the root cause of the problem. Option B is not feasible and may
violate the contract terms and the organizational policies. Option D is not realistic and may affect the
project scope, quality, and stakeholder satisfaction. References: = PMBOK Guide, 6th edition, pages
48-49, 374-375; PMP Exam Content Outline,
2021, page 10
NO.28 On a project with multiple international locations, a trend for delays has been flagged. When
looking into the issue, the project managerrealized that some of the keyactivities were scheduled
over the holiday periods in the overseas offices.
What shouldthe project manager do next?
A. Hire additional personnel on a temporary basis to cover the extra workload during the holiday
seasons.
B. Request that the offices in overseas locations work overtime to mitigate schedule slippages.
C. Update the schedule to reflect the holidays and notify the project sponsor of the delayed
completion.
D. Update the schedule to reflect the holidays and share the workload among offices to mitigate
schedule slippage.
Answer: D
Explanation
According to the PMBOK Guide 7th Edition, the project manager should monitor and control the
project schedule by identifying and analyzing any variances, and by implementing corrective or
preventive actions to ensure the timely completion of the project. The project manager should also

consider the project environment and the stakeholder needs when managing the schedule, and use
appropriate tools and techniques to optimize the schedule performance. Therefore, the project
manager should update the schedule to reflect the holidays and share the workload among offices to
mitigate schedule slippage. This would help to respect the cultural differences and the work-life
balance of the team members, and to leverage the resources and the capabilities of the different
offices. Option A is incorrect because it implies that the project manager is increasing the project cost
and the complexity by hiring additional personnel on a temporary basis, which may not be feasible or
effective. Option B is incorrect because it suggests that the project manager is imposing an unrealistic
and unfair expectation on the offices in overseas locations, which may affect their motivation and
productivity.
Option C is incorrect because it indicates that the project manager is accepting the schedule delay
without exploring any alternatives or solutions, which may compromise the project value and the
stakeholder satisfaction. References: PMBOK Guide 7th Edition, Chapter 4: Keeping the Team on
Track, Section 4.1:
Monitoring and Controlling the Project, p. 69-70.
NO.29 A company is transitioning from a predictive approach to an agile approach. The team
members work remotely, and some have personal conflicts that make themunavailable for some
project ceremonies. The product owner has made it clear that the agenda is very tight and the team
should make every effort to participate in allceremonies.
What should the project manager, as a servant leader, do to address this situation?
A. Ask the team members to decide collectively on how to support the team.
B. Engage in separate ceremonies with these team members to allow them to stay on the project.
C. Evaluate alternative options and try to find resources with similar skills.
D. Perform the ceremonies without the team members and send them notes by email.
Answer: A
Explanation
= The project manager, as a servant leader, should ask the team members to decide collectively on
how to support the team. This is because the team members are the best people to know their own
availability, preferences, and constraints. The project manager should facilitate a collaborative
discussion among the team members to find a solution that works for everyone and respects the
agile principles and values. The project manager should also empower the team members to self-
organize and take ownership of their work and commitments.
Option B is not a good action, as engaging in separate ceremonies with these team members may
create inconsistency, confusion, and duplication of work. It may also reduce the transparency,
communication, and feedback that are essential for agile projects. The project manager should try to
ensure that all team members participate in the same ceremonies and follow the same process.
Option C is not a good action, as evaluating alternative options and trying to find resources with
similar skills may not be feasible or desirable. It may also create additional costs, risks, and delays for
the project. The project manager should try to retain the existing team members and leverage their
skills and knowledge. The project manager should also respect the team members' personal conflicts
and not force them to leave the project.
Option D is not a good action, as performing the ceremonies without the team members and sending
them notes by email may not be effective or efficient. It may also create a sense of exclusion,
isolation, and disengagement among the team members. The project manager should try to ensure
that all team members are actively involved and engaged in the ceremonies and the project. The

project manager should also use interactive and synchronous communication tools and techniques to
foster collaboration and alignment among the team members. References:
[PMBOK Guide], 6th edition, page 52, section 3.1.4
[Agile Practice Guide], page 14, section 1.3.2
[PMP Exam Content Outline], page 11, task 1 under domain 3
NO.30 A project manager is working with the product owner and customer stakeholders on
prioritizing the product backlog and planning the product delivery dates. The customer stakeholders
are asking to include several deliverables as high priority. The product manager also has technical
tasks that should be added as high priority.
A. Allow the customer stakeholders to define the project priorities and set the delivery dates.
B. Work with the team to estimate tasks and delivery dates, and then create a project roadmap.
C. Lead the team to identify the product objectives at every delivery iteration and clarify priorities.
D. Create a sprint board to allow all customer stakeholders to be aware of the task status and
impediments.
Answer: C
Explanation
In an agile project, the project manager should collaborate with the product owner and the customer
stakeholders to prioritize the product backlog and plan the product delivery dates. The product
backlog is a list of features and requirements that are ordered by value and urgency. The product
delivery dates are the milestones where the team delivers a potentially shippable product increment
that meets the customer's needs and expectations. The project manager should lead the team to
identify the product objectives at every delivery iteration and clarify priorities. The product objectives
are the goals and outcomes that the product should achieve in each iteration. The priorities are the
criteria that determine the order and importance of the product backlog items. By leading the team
to identify the product objectives and clarify priorities, the project manager can ensure that the team
delivers the most valuable and feasible product increment in each iteration, and that the product
backlog reflects the changing needs and expectations of the customer stakeholders. Option C is the
best answer because it follows the agile principles and practices that are suitable for this type of
project.
Option A is not a good answer because it does not involve the team or the product owner in the
prioritization and planning process, and it may result in unrealistic or unfeasible expectations. Option
B is not a good answer because it does not involve the customer stakeholders in the prioritization
and planning process, and it may create a rigid or detailed plan that does not allow for flexibility
andfeedback. Option D is not a good answer because it does not address the question of how to
prioritize the product backlog and plan the product delivery dates, and it may overwhelm the
customer stakeholders with too much information or details. References:
[Agile Practice Guide], pages 25-26, 29-30; [A Guide to the Project Management Body of Knowledge
(PMBOK Guide)], Seventh Edition, pages 18-19, 58-59.
NO.31 During the execution phase of a project, one of the customer's stakeholders keeps requesting
changes to the scope every week. Which three actions should the project manager take to resolve
this issue?
(Choose three)
A. Adjust the project management plan to include the changes in scope.

B. Continue the execution as planned and defer the changes to a future phase.
C. Highlight the impacts of the changes during the next project meeting.
D. Schedule a meeting with the customer to align the approach.
E. Update the relevant project documents with this obstacle.
Answer: C D E
Explanation
According to the PMBOK Guide, scope changes are inevitable in most projects, and they can have
positive or negative effects on the project objectives. Scope changes can be initiated by various
sources, such as stakeholders, customers, sponsors, team members, or external factors. Scope
changes should be managed through a formal change control process, which involves identifying,
analyzing, approving, and implementing the changes. The change control process should be aligned
with the project management plan, which defines how changes will be monitored and controlled
throughout the project life cycle. The project management plan also includes the scope management
plan and the scope baseline, which describe how the project scope will be defined, validated, and
controlled.
In this question, the project manager is facing a situation where one of the customer's stakeholders
keeps requesting changes to the scope every week during the execution phase of the project. This
can create challenges for the project manager and the project team, such as increased costs, delays,
rework, scope creep, quality issues, or stakeholder dissatisfaction. To resolve this issue, the project
manager should take the following three actions:
Highlight the impacts of the changes during the next project meeting. The project manager should
communicate with the customer and the project team about the scope changes and their
implications for the project. The project manager should explain how the changes will affect the
project scope, schedule, cost, quality, resources, risks, and benefits. The project manager should also
present the alternatives and trade-offs for each change, and seek feedback and input from the
stakeholders. This will help to create a shared understanding of the situation, and to facilitate the
decision-making process.
Schedule a meeting with the customer to align the approach. The project manager should meet with
the customer and the stakeholder who is requesting the changes, and discuss the reasons and
expectations behind the changes. The project manager should also review the project scope
statement, the scope baseline, and the change control process with the customer, and clarify the
roles and responsibilities of each party. The project manager should also negotiate with the customer
and the stakeholder to prioritize the changes, and to agree on the criteria and process for approving
and implementing them.
This will help to establish a common vision and a collaborative relationship with the customer, and to
manage their expectations and satisfaction.
Update the relevant project documents with this obstacle. The project manager should document the
scope changes and their impacts, and update the relevant project documents accordingly. The
project manager should also record the issue of frequent scope changes, and the actions taken to
resolve it, in the issue log. The project manager should also update the risk register, the stakeholder
register, the lessons learned register, and any other project documents that may be affected by the
scope changes.
This will help to maintain the accuracy and consistency of the project information, and to support the
project monitoring and controlling activities.
The other options are not correct because they do not provide a valid way to resolve the issue of
frequent scope changes. Option A is wrong because it suggests that the project manager should

adjust the project management plan to include the changes in scope, without following the change
control process or assessing the impacts of the changes. This would violate the project management
plan and the scope baseline, and could lead to scope creep, cost overruns, schedule delays, or quality
problems. Option B is wrong because it implies that the project manager should continue the
execution as planned and defer the changes to a future phase, without communicating with the
customer orthe stakeholder who is requesting the changes. This would ignore the customer's needs
and expectations, and could result in dissatisfaction, conflict, or rejection of the project deliverables.
References:
PMBOK Guide, 6th edition, pages 134-135, 154-155, 161-162
How to Manage Scope Changes on a Project
Scope Change Management - Project Management Knowledge
Scope Change Control - Project Management Institute
NO.32 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.
A. Cancel the meeting series until the marketing team provides a solution.
B. Consult the project team and discuss the key team members' availability.
C. Shift those key members and assign them to another project.
D. Consult the resource management plan and escalate to the sponsor.
Answer: D
Explanation
The resource management plan is a component of the project management plan that describes how
the project resources are acquired, allocated, monitored, and controlled. It also defines the roles and
responsibilities of the project team members and the reporting structure. The resource management
plan is an important input for managing project resources and resolving resource conflicts. If the
project manager faces a situation where some key resources are not available for the project, he or
she should consult the resource management plan and escalate the issue to the sponsor or other
appropriate stakeholders. The sponsor can help the project manager negotiate with the functional
managers or other resource providers to secure the required resources for the project. The sponsor
can also authorize changes to the project scope,schedule, or budget to accommodate the resource
constraints. The other options are not appropriate because they do not address the root cause of the
problem and may lead to further delays or risks for the project. References: PMBOK Guide,
7th edition, section 9.1.3.1, page 309; PMI, PMP Exam Content Outline, 2021, Domain II: Process,
Task 5.
NO.33 A bank wantsto initiate a new service for its customers that will also increase revenue. This
service must comply with strict cyber regulation guidelines. Halfway through the project life cycle,
the cyber regulations change, which has a large impact on the project.
What type of status report should the project leader present to the stakeholders?
A. Areport that includes a detailed risk mitigation plan and action items for complying with changes
B. Areport that is concise and simple, and that clearly states the impact the changes will have
C. A report containing statistics, detailed tasks to be done, and an explanation of the impact of the

changes
D. A report including the change control process for the requested changes and the updated risk
register
Answer: D
Explanation
In the context of the Project Management Professional (PMP) certification and the guidelines
provided by the PMBOK Guide, the appropriate response when a project faces significant changes,
such as a change in cyber regulation guidelines, is to follow a structured change control process. This
process should be clearly communicated to the stakeholders. In this scenario, the project leader
should present a report that includes the change control process for the newly introduced changes
and an updated risk register.
The report needs to detail how the changes will be integrated into the project plan and how they will
affect the project's scope, time, cost, and quality. The updated risk register is crucial as it will reflect
the new risks or modifications to existing risks brought about by the regulatory changes. This
approach ensures that all stakeholders are informed about how the project will adapt to the new
requirements and the steps that will be taken to mitigate any risks associated with these changes.
References: Project Management Institute. (2021). A Guide to the Project Management Body of
Knowledge (PMBOK Guide) - Seventh Edition and other materials provided by PMI for PMP
certification.
NO.34 A project for Company A was successfully delivered within scope, schedule, and budget by
the end of the last iteration. However, during the project celebration ceremony, one of the business
stakeholders says they perceive the project as a failure as it did not add any business value.
What should the project manager have done to avoid this perception?
A. Defined product backlog priorities with the sponsor and key stakeholders to deliver business
benefits.
B. Confirmed that there is a communications management plan in place to make business
stakeholders aware of the success.
C. Involved the business stakeholders in the sprint review.
D. Implemented a closing survey for key stakeholders.
Answer: A
Explanation
= According to the Agile Practice Guide, the product backlog is a prioritized list of features, functions,
requirements, enhancements, and fixes that constitute the changes needed to deliver a viable
product1. The product backlog should be aligned with the project vision and goals, and reflect the
value proposition for the customer and the business2. Therefore, the project manager should have
defined the product backlog priorities with the sponsor and key stakeholders to deliver business
benefits, and to ensure that the project outcomes meet the stakeholder expectations and needs. This
would have helped to avoid the perception of the project as a failure, as the business stakeholders
would have been involved in defining and validating the value of the project deliverables. This is also
consistent with the agile principle of satisfying the customer through early and continuous delivery of
valuable software3. References:
1: Agile Practice Guide, p. 26

NO.35 A project manager has recently been asked to take over an existing project. The project
manager would like to determine how the project has been progressing by tracking features that are
in progress, completed, or scheduled to be worked on.
Which of the following can help the project manager assess the state of the project?
A. Pareto diagram
B. Burnup chart
C. Burndown chart
D. Cumulative flow diagram
Answer: D
Explanation
According to the Project Management Professional (PMP) Reference Materials, a cumulative flow
diagram (CFD) is a graphical tool that can help the project manager assess the state of the project by
tracking features that are in progress, completed, or scheduled to be worked on. A CFD shows the
number of work items in each stage of the workflow over time, and the total amount of work in the
system. A CFD can help the project manager identify bottlenecks, delays, scope changes, and
variations in the work process. A CFD can also help the project manager monitor the project progress,
quality, and delivery rate. A CFD is especially useful for projects that use agile or iterative methods, as
it can show the value delivered to the customer on an incremental basis. References: Project
Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) - Seventh Edition, Cumulative Flow Diagrams.


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