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Quiz Session - Attempts With Random Questions

PMI PMP Exam Questions

Page 7 of 56

121.

A project manager is mentoring a team member through a significant change in project direction. Which action aligns best with the Virginia Satir Change Model?

  • Helping the team member understand and adapt to the new project direction while managing their concerns.

  • Advising the team member to strictly adhere to the original project plan despite changes.

  • Ignoring the team member's resistance to change and focusing on task completion.

  • Instructing the team member to learn about the change independently.

Correct answer: Helping the team member understand and adapt to the new project direction while managing their concerns.

The Virginia Satir Change Model emphasizes understanding and navigating through the emotional responses to change. The project manager should mentor team members by helping them understand the new direction, addressing their concerns, and guiding them through the adaptation process.

'Advising the team member to strictly adhere to the original project plan despite changes' is incorrect because it fails to acknowledge the necessity of adapting to change, which is a key aspect of the Virginia Satir Change Model. 

'Ignoring the team member's resistance to change and focusing on task completion' neglects the emotional responses to change, leading to potential disengagement. 

'Instructing the team member to learn about the change independently' lacks the supportive mentoring needed during change. 

122.

During your project, you had several instances of change requests related to scope creep brought up with an expected 24-hour turnaround time. You found that because there was no policy about how much time to allow for a change request to be approved or denied, you had trouble controlling these requests. Where can you document this issue so that you or another project manager can consult this information and incorporate it into the project management plan going forward?

  • Lessons learned register

  • Project website

  • Project communications plan

  • Change request log

Correct answer: Lessons learned register

Scope creep can be a significant problem in any project, and it is important to put policies in place about change requests related to scope early in the project. Documenting the issue the project manager ran into in the lessons learned register can help not only that project manager but also other project managers in the organization improve their scope control for future projects.

"Project website" is not correct. Change management guidelines are internal to the organization and should not be on public-facing sites.

"Project communications plan" is not correct. The communications plan dictates the guidelines on what, how, and to whom the communications should be directed.

"Change request log" is not correct. This artifact contains the change request details alongside its status.

123.

Albert was asked to tailor an Agile framework. Which of the following best describes XP-inspired engineering practices?

  • Story cards, continuous integration, refactoring, automated testing, and test-driven development

  • Product backlog, product owner, scrum master, and cross-functional development team

  • Visualizing work flow, making impediments visible, and adjusting work in process limits

  • Sprint planning, daily scrum, sprint review, and sprint retrospective sessions

Correct answer: Story cards, continuous integration, refactoring, automated testing, and test-driven development

XP-inspired engineering practices include story cards, continuous integration, refactoring, automated testing, and test-driven development.

All other answer options are not XP-inspired engineering practices.

124.

In creating a project team, your team is at the stage where they are asking questions such as, "Do we have a budget or resources for this project?" Which of the following steps of the Drexler/Sibbet Team Performance Model does this describe?

  • Commitment

  • Goal Clarification

  • Orientation

  • Implementation

Correct answer: Commitment

Allan Drexler and David Sibbet developed a team performance model framework for understanding team development that has similar concepts to those covered by Tuckman in the Tuckman ladder. The process begins with four stages of team creation before moving on to three stages of team performance and sustainability.

  • Step 1 - Orientation: Purpose and Intention. What is our mission and picture of success, and why am I here?
  • Step 2 - Trust Building: Who are we working with? What is it going to be like? What skills and competencies do we have?
  • Step 3 - Goal Clarification: What is the group doing? What is the background of the project/product/company? What are our goals? What are the assumptions? What are the constraints? What are our targets and roles?
  • Step 4 - Commitment: How are we going to work together? Do we have a timeline? Budget? Resources?
  • Step 5 - Implementation: Figuring out the details, so we can start working. Most teams jump straight here, skipping the team creation steps, and then stall.
  • Step 6 - High Performance: This is similar to Tuckman's performing state. This is where we want to stay for as long as possible. This is where the team works together as one, requires little direction, respects and supports each other, and focuses on delivering the common goal.
  • Step 7 - Renewal: Team composition, environment, or purpose may change, so we have to always ask if what worked in the past will still enable further success in the future or do we need to re-group and cycle back.

125.

The project is behind schedule, and you believe that the reason for this was duplicate tests that were performed by an adjacent organizational department. The head of the department coordinates a meeting with you and explains that the duplicate tests are due to the department's policy and procedures aimed toward better quality outcomes. What should you do to figure out why the schedule is falling behind?

  • Use the Ishikawa diagram to conduct data analysis

  • Escalate the issue to the project management office (PMO)

  • Capture the information in the lessons learned

  • Allow the department to perform accordingly to their procedures

Correct answer: Use the Ishikawa diagram to conduct data analysis

The Ishikawa or cause-and-effect diagram is used to identify the root cause of issues in a project. Due to the information gathered, the duplicate testing is a vague reason as to why the schedule is falling behind.

While it may be necessary to escalate the issue to the PMO if the duplicate tests are causing a significant delay in the project schedule, it is not the best option in this scenario. The head of the department has already explained that the duplicate tests are due to the department's policy and procedures aimed toward better quality outcomes.

Lessons learned are typically captured at the end of a project or phase, and if the duplicate tests are causing a significant delay in the project schedule, it is more productive to address the issue in real-time.

While it is important to respect the department's policy and procedures aimed toward better quality outcomes, this option is not correct. It is necessary to work with the department to find a solution that meets both the project's needs and the department's policy and procedures.

126.

The project manager is facing a conflict between two team members that impacts team dynamics and project progress. They need to take appropriate action to handle the situation in alignment with PMI principles and demonstrate fairness. What action best demonstrates fairness according to PMI principles?

  • Listening to both sides and making an unbiased decision based on facts.

  • Supporting the team member they know better.

  • Ignoring the conflict to avoid taking sides.

  • Delegating the resolution to someone else to avoid involvement.

Correct answer: Listening to both sides and making an unbiased decision based on facts.

Fairness involves being impartial and just. The project manager should listen to both parties involved in the conflict and make a decision based on an unbiased assessment of the facts, ensuring that their decision is fair and equitable to all parties involved.

Supporting the team member they know better shows favoritism and undermines impartiality. 

Ignoring the conflict to avoid taking sides can exacerbate the issue and negatively affect team morale and project progress. 

Delegating the resolution to someone else to avoid involvement shirks responsibility and does not demonstrate leadership or fairness​​​​.

127.

A very serious defect was found in the finished product of a project that was completed 6 months ago. This has since resulted in a recall of the defective products. What is the BEST classification for this type of cost?

  • Cost of noncompliance

  • Cost of compliance

  • Fixed cost

  • Cost variance

Correct answer: Cost of noncompliance

The cost of noncompliance includes all costs incurred due to internal and external failures. In this case, they are incurring external failure costs that are defined as failure costs after the customer has received the product.

"Cost of compliance" is not correct. It includes prevention and appraisal costs that are incurred to fulfill the product requirements, quality standards, training, and testing.

"Fixed cost" is not correct. This is not a quality-related type of cost. It is a broad term that refers to costs that are not susceptible to change.

"Cost variance" is not correct. It is a data point resulting from comparing the actual cost with the estimated cost.

128.

You are managing a project and you bring in a couple of team members to help complete scheduled deliverables. Although they are part of your project team, you have little power over them. You realize that product understanding and flattery will help deal with these team members. What forms of power are you using?

  • Expert and ingratiating

  • Charismatic and relational

  • Informational and referent

  • Politeness and reward-oriented

Correct answer: Expert and ingratiating

Expert power is related to knowledge and skills gained. Ingratiating is related to the application of flattery or other means to attain favor. Having awareness of different types of power will bring the project manager an advantage in recognizing leadership styles and techniques.

Charismatic and relational power are based on the project manager's personality and ability to build relationships with team members, which won't be effective in this situation.

Informational and referent power are based on the project manager's ability to control information and gain respect from team members, which won't be be relevant in this situation.

Politeness and reward-oriented power are based on the project manager's ability to be polite and offer rewards to team members, which won't be effective in this situation.

129.

An Agile-based software development project is underway and Mike is leading an iterative retrospective meeting with the team. Mike addresses items that were identified during the retrospective/improvement opportunities discussion. Which of the following guidelines is NOT correct?

  • Items identified through qualitative measures should be discarded

  • Qualitative and quantitative data are used to find the root cause

  • A list of action items may be identified by the project team for barrier removals

  • Determine the measurement of the outcomes when the team decides on the improvements

Correct answer: Items identified through qualitative measures should be discarded

"Items identified through qualitative measures should be discarded" is not correct because qualitative measures, such as feedback from team members or observations, can provide valuable insights into the project and should not be discarded.

"Qualitative and quantitative data are used to find the root cause" is correct because both types of data can provide valuable insights into the root cause of issues and help the team develop effective solutions.

"A list of action items may be identified by the project team for barrier removals" is correct because identifying and addressing barriers is an important part of the retrospective process and can help improve the project.

"Determine the measurement of the outcomes when the team decides on the improvements" is correct because measuring the outcomes of improvements is important to determine their effectiveness and to identify any further areas for improvement.

130.

You have just completed a project for a management and consulting firm. You obtained project acceptance and the final payment and are now preparing the final project report. The report will contain valuable information on whether the project has met the benefits that were identified. You will now need to consolidate the information and understand the intended project benefits. What is your BEST course of action?

  • Review the business documents

  • Review the agreements

  • Distribute a survey to key stakeholders

  • Review the quality assurance plan

Correct answer: Review the business documents

The business case and the benefits management plan are contained in the business documents. The benefits management plan will contain information about the intended project benefits that the project manager will need.

While reviewing the agreements may provide some information on the project benefits, it is unlikely to provide a comprehensive understanding of whether the project has met those benefits.

Distributing a survey at this stage will be too late in the project life cycle to make any meaningful changes.

While reviewing the quality assurance plan may provide some information on the project benefits, it is unlikely to provide a comprehensive understanding of whether the project has met those benefits.

131.

Mario has been assigned a project to build a shelter in a region where a hurricane recently demolished it. Which specific factor led to creating the project for Mario to manage?

  • Social need

  • Market analysis

  • Legal requirements

  • Humanitarian mandate

Correct answer: Social need

The situation best describes addressing a social need in the environment. Social needs often include providing water systems, latrines, sanitation criteria, and more. The area has just been demolished by a hurricane, so a social need has to be addressed.

Market analysis involves researching and analyzing market trends and competition to make informed business decisions.

Legal requirements refer to laws and regulations that must be followed in a particular industry or jurisdiction.

Humanitarian mandate is not a defined project initiation factor.

132.

As part of his organization's yearly corporate goals, Ralph is leading an effort to transition the office building to a more environmentally sustainable position. Part of his project involves phasing out some of the disposable goods in the kitchens on each floor in favor of reusable mugs and spoons. The staff in Ralph's office has generally been amenable to change in the past and has complied with little deviation after just one or two emailed reminder memos, but he knows how tied people are to their morning coffee and their routines. To gain compliance quickly and with as little friction as possible, which of the following BEST describes what Ralph should do?

  • Send the typical email memos and hang friendly reminder posters in each kitchen.

  • Forgo the emailed reminders; just hang posters in the kitchen where people will see them.

  • Email a memo detailing the penalties for violating the new policy.

  • Deliver printed memos to each desk.

Correct answer: Send the typical email memos and hang friendly reminder posters in each kitchen

It is the project manager's responsibility to support organizational change as well as the project's objectives. In this case, Ralph assessed his organization's culture and determined that communicating both formally (emailed reminder memos) and informally (friendly posters in the kitchens) would make the most impact. Organizational culture is a key enterprise environmental factor to consider, especially when working on an internal project.

Forgoing the emailed memos and hanging posters in the kitchens is incorrect because Ralph knows that his coworkers respond well to emailed memos, and his goal is quick adoption with little friction.

Emailing a memo detailing the penalties for violating the new policy is a harsh approach and would be unlikely to accomplish Ralph's goal of gaining compliance with as little friction as possible.

Delivering printed memos to each desk does not align with past good responses to emailed memos; it would not be likely to accomplish Ralph's goals.

133.

You are an Agile practitioner who notices the product owner is not as involved with the development team and now the product is falling behind. You evaluate the situation and realize that the product owner has multiple projects. What is your best course of action?

  • Coach the product owner regarding participation

  • Cancel the project

  • Request they replace the product owner

  • Say nothing; the product owner is always right.

Correct answer: Coach the product owner regarding participation

The product owner is often known as the customer service representative. The product owner needs to be involved with meetings to facilitate project success. To accomplish this, you should use several techniques like coordinating agile training, mentoring, and coaching.

"Cancel the project" is not correct. Product owner lack of engagement can be recorded as a risk. No decision regarding project cancelation should be made before a proper risk assessment.

"Request they replace the product owner" is not correct. As part of the emotional intelligence skills, it is important to separate the facts from the people and create a safe environment for conflict resolution. You should escalate the situation (if needed) after gathering all the information from the coaching session with the product owner.

"Say nothing; the product owner is always right" is not correct. One of your main responsibilities is to identify and mitigate potential issues that could hinder the Agile cycle.

134.

Dean is in the initiation stage of a new project. He is preparing a meeting to conduct a benefits analysis and to validate the project's alignment with the expected business value. What is Dean's best course of action to prepare for the meeting?

  • Review the business documents

  • Review the project management plan

  • Review the quality assurance plan

  • Review the project sponsor's notes

Correct answer: Review the business documents

The business documents include the business case and the benefits management plan and are part of the pre-project work to be conducted. The documents will include information that can be used to prepare for the meeting.

"Review the project management plan" is not correct. In the initiation phase, the project management plan is still in the works.

"Review the quality assurance plan" is not correct. In the initiation phase, the quality assurance plan is still in the works.

"Review the project sponsor's notes" is incorrect. The sponsor's notes should already be reflected in the business case and benefits management plan.

135.

A customer is concerned about the possible risks associated with a project that is being worked on. Who on the project management team can identify risks to the project?

  • Any project personnel

  • Project manager

  • Project sponsor

  • The main stakeholders

Correct answer: Any project personnel

Any project personnel can identify risks in a project. The project manager or risk manager manages the risk management process, with input from the sponsor and other stakeholders.

136.

During the monitoring phase of a software project, the project manager utilizes specific indicators to measure code quality, bug frequency, and deployment speed. These specific indicators facilitate a quantitative assessment of project performance. What is this best known as?

  • Metric

  • Analysis techniques

  • Quality standards

  • Evaluation criteria

Correct answer: Metric

'Metric' involves specific indicators used in project management to measure and assess aspects like code quality, bug frequency, and deployment speed in a software project. Metrics provide a quantitative basis for evaluating project performance and are essential for effective monitoring and control.

'Analysis techniques' is incorrect because it refers to methods of interpreting data rather than the specific indicators used for measurement. 

'Quality standards' define expected levels of quality but do not serve as the quantitative indicators of project performance. 

'Evaluation criteria' are standards for judging project outcomes, not the specific indicators used to measure ongoing aspects like code quality and bug frequency. 

The correct answer, 'Metric,' refers to the specific indicators used to quantitatively assess aspects of project performance, such as code quality, bug frequency, and deployment speed.

137.

A project manager is preparing a monthly report for stakeholders. The project is behind schedule due to unforeseen technical challenges. What should the project manager do to maintain transparency in the reporting?

  • Report the project status accurately, including the challenges and proposed solutions.

  • Only highlight the project's success is to maintain stakeholder confidence.

  • Wait until the issue is resolved before updating the stakeholders.

  • Delegate the reporting responsibility to a team member.

Correct answer: Report the project status accurately, including the challenges and proposed solutions.

Transparency in project management involves honest and clear communication, especially regarding project status. The project manager should report the actual status of the project, including the challenges being faced and the steps being taken to address them. This approach fosters trust and allows stakeholders to understand the situation fully.

Only highlighting the project's successes to maintain stakeholder confidence can lead to a lack of trust when issues eventually surface. 

Waiting until the issue is resolved before updating the stakeholders delays critical information and prevents timely decision-making. 

Delegating the reporting responsibility to a team member may result in incomplete or inconsistent communication, undermining the importance of transparency and accountability​​​​.

138.

A project manager would like to start using Agile methods for projects. The organization has used traditional, predictive methods up to this point. The project manager sets a deadline for starting to use Agile methods and expects all projects to use them after that date. Is this approach appropriate?

  • No, the transition to Agile should be done incrementally.

  • No, an organization that uses predictive methods cannot switch to Agile.

  • Yes, accountable deadlines are important in project management.

  • Yes, the methodology is determined by the project management group.

Correct answer: No, the transition to Agile should be done incrementally.

With a focus on training and coaching, Agile methodology should be introduced in segments to ensure a smooth rollout and commitment from all stakeholders. This is especially true if Agile methodology is completely new to an organization. Setting a deadline and changing methodology abruptly does not set the organization up for success.

Organizations can make the change to Agile when appropriate,  but with proper onboarding and commitment.

Deadlines are important, but abruptly changing to Agile methods because of a deadline is ill-advised.

The decision to use Agile methods must be based on the evaluation of an organization's readiness to change and should not be determined by the project management group.

139.

You are part of an organization with a controlling Project Management Office (PMO). You have been asked to assist with updating the guidelines for project compliance within its operations. Which of the following BEST represents a guideline for a controlling PMO?

  • Use specified templates and forms

  • Follow local health regulations

  • Have direct control over projects

  • Have authority over management reserves

Correct Answer: Use specified templates and forms

A controlling project management office can enforce the use of specific forms and templates for the project teams to adhere to. This action will enforce a reduction in administrative burdens. The various types of PMOs are supportive, controlling, and directive.

"Have direct control over projects" is incorrect. This option describes a directive PMO, which takes control of the projects by directly managing them.

"Follow local health regulations" is incorrect. While following local health regulations is important, it is not a guideline specific to a controlling PMO.

While PMOs may have authority over management reserves, this is not a guideline specific to a controlling PMO.

140.

A consortium of organizations is developing an online platform for volunteer matching in communities across the state. The stakeholders are dispersed among seven not-for-profit organizations with offices in four cities. They have not worked on a project this technically complex before. For stakeholder input and needs to be properly assessed, which of the following best describes a coarse-grained model the team lead could suggest?

  • Prototype

  • Persona

  • Wireframe

  • Template

Correct answer: Prototype

Prototypes allow stakeholders to see and review functionality and features before a final product is completed. They are able to provide feedback, and gaps in needs and expectations can be addressed before going on to a more fully developed build.

A persona is a narrative about stakeholders and their needs used to create a context in which a user might interact with a product.

A wireframe is a visual representation of the skeletal framework of a product.

A template is a predefined document format.

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