PMP Free Practice Test

A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client is unable to provide a product owner, as they do not have enough capacity and they want to be involved only a few times during the project. How should the project manager plan and manage the project?

1. A. Agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints.
2. B. Refuse to manage the project as there is too much risk in developing this kind of project without a product owner.
3. C. Convince the client that a product owner is needed, as the project manager is not able to run an agile project without all the relevant roles in place.
4. D. Define the project's requirements, prepare a long-term detailed plan, and manage the project according to it.

Correct Answer: A
In a large-scale project with unclear requirements, a fixed deadline, and a fixed budget, the project manager should adopt an agile approach that allows for flexibility, feedback, and collaboration. The project manager should agree with the client on a minimum viable product (MVP), which is the smallest version of the product that can deliver value to the customer. The project manager should also establish deadlines for review, where the client can provide feedback and prioritize the features for the next iteration. The project manager should run the project with a backlog, which is a list of features and requirements that are prioritized and refined by the team, and weekly sprints, which are short cycles of work where the team delivers a potentially shippable product increment. This way, the project manager can manage the project scope, schedule, and cost effectively, and deliver a product that meets the customer’s needs and expectations. Option A is the best answer because it follows the agile principles and practices that are suitable for this type of project. Option B is not a good answer because it shows a lack of professionalism and responsibility from the project manager. Option C is not a good answer because it may not be feasible or realistic to convince the client to provide a product owner, and it may delay the start of the project. Option D is not a good answer because it follows a traditional approach that is not suitable for this type of project, as it assumes that the requirements are clear and stable, and does not allow for frequent feedback and
changes. References: [Agile Practice Guide], pages 14-15, 21, 25-26; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, pages 18-19, 174-175.

An agile project manager has started working in a company that builds shopping centers. The project manager wants to implement some agilepractices, which are relevantto the project.
What should the project manager do to gain buy-in from the different stakeholders?

1. A. Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project.
2. B. Send the project management plan, which includes the suggested agile practices, to the stakeholders.
3. C. Organize a meeting with a consultant to provide training to the stakeholders on agile practices.
4. D. Ask the project management office (PMO) to get buy-in from the stakeholders because agile is an approach that differs from their previous ways of working.

Correct Answer: A
According to the PMBOK Guide, agile is a way of thinking and working that is based on values, principles, and practices that enable the delivery of high-quality products that meet customer needs and expectations. Agile emphasizes collaboration, flexibility, feedback, and continuous improvement. Agile practices can be applied to any type of project, but they are particularly suitable for projects that have high uncertainty, complexity, and change. In this scenario, the project manager should organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project, as this can help to create a shared understanding of the project vision, goals, and approach, as well as to address any concerns, questions, or resistance that the stakeholders may have. Sending the project management plan,organizing a meeting with a consultant, or asking the PMO to get buy-in are not the best options, as they may not involve the stakeholders directly, or may not provide enough information, guidance, or support for the stakeholders to adopt agile practices. References: = PMBOK Guide, 7th edition, pages 14- 15, 18-19, 22-23.

A new team member inquires about how much they need to learn about the organizational
process assets (OPAs) residing on the company intranet. Another team member states they only need to know the basics. However, the project manager believes the team member should know everything regarding the OPAs.
What should the project manager do?

1. A. Clarify the relevance of reviewing the documentation on the intranet.
2. B. Create a training schedule for the new team member to follow over the next few weeks.
3. C. Ask a senior team member to help the new team member navigate through all the documentation.
4. D. Escalate the inquiry to the team member's functional manager.

Correct Answer: A
= This answer is based on the knowledge area of project integration management, which involves coordinating all aspects of the project, including the use of organizational process assets (OPAs). OPAs are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They can help the project team to perform or govern the project, such as by providing templates, standards, guidelines, or lessons learned. By clarifying the relevance of reviewing the documentation on the intranet, the project manager can help the new team member to understand the importance and value of OPAs for the project, and to identify the ones that are most relevant and useful for their role and responsibilities. References: (Project Management Professional (PMP) Reference Materials source and documents)
✑ A Guide to the Project Management Body of Knowledge (PMBOK® Guide) –
Seventh Edition, Chapter 4: Integrating Project Work, Section 4.1: Overview of Project Integration Management, page 77.
✑ The Standard for Project Management, Part 1: The Project Management Body of Knowledge, Section 1.3: Organizational Process Assets, page 17.

A project team is working hard to reach a milestone. The team morale is low because of the extended hours worked to meet the deadline.
Adding to this tension is the fact that the team works remotely, and there has been little time to build relationships or get to know team members beyond the tasks that everyone performs.
What should the project manager do to address the remote team's morale?

1. A. Plan a party to celebrate everyone's accomplishments after reaching the milestone.
2. B. Evaluate the challenges and capture them with the team as part of the lessons learned.
3. C. Offer opportunities for coworkers to interact beyond tasks, and model this behavior to create a safe space.
4. D. Invite the team to a work retreat to allow the team to build relationships in person and reach the milestone as planned.

Correct Answer: C
According to the PMBOK Guide 7th Edition, one of the principles of project management is to create a collaborative project team culture. This means that the project manager should foster a positive and supportive team environment, where team members can communicate openly, trust each other, and share their ideas and concerns. To address the remote team’s morale, the project manager should offer opportunities for coworkers to interact beyond tasks, and model this behavior to create a safe space. This will help to build rapport, empathy, and camaraderie among the team members, and to reduce stress and burnout. Some examples of such opportunities are virtual coffee breaks, icebreakers, games, recognition, and feedback. Planning a party, evaluating the challenges, or inviting the team to a work retreat are not the best actions, as they do not address the immediate need to boost the team morale, and they may not be feasible or effective given the remote work situation and the tight deadline. References: PMBOK Guide 7th Edition, page 11-12.

An agile senior project team member suddenly resigns from the organization. Following this departure, the remaining team members are having difficulty accessing information and are unable to complete a
deliverable.
What should the project manager have done to avoid this situation?

1. A. Updated the job descriptions for all team roles.
2. B. Ensured the project repository is up to date.
3. C. Made an effort to reemploy the senior project team member.
4. D. Provided specialist training for all team members.

Correct Answer: B
According to the PMBOK Guide, the project manager is responsible for managing the project knowledge by creating, organizing, and transferring knowledge among project stakeholders. One of the tools and techniques for managing project knowledge is knowledge repositories, which are systems or databases that store and organize project information and lessons learned. Knowledge repositories can help the project manager and the project team access and use the knowledge generated throughout the project life cycle, as well as leverage the knowledge from previous projects. In this scenario, an agile senior project team member suddenly resigns from the organization, leaving a knowledge gap in the project team. The remaining team members are having difficulty accessing information and are unable to complete a deliverable. This situation could have been avoided if the project manager had ensured the project repository is up to date, using knowledge repositories as a tool. This option could have helped the project manager capture and document the knowledge of the senior project team member before
they left, and make it available and accessible for the rest of the team. This could have prevented the loss of critical information and enabled the team to complete the deliverable. Updating the job descriptions, making an effort to reemploy the senior project team member, or providing specialist training are not the best options, as they do not address the issue of knowledge management, or may be too late or impractical to implement. References: PMBOK Guide, 7th edition, pages 233-234, 13.2 Manage Project Knowledge.