Project Management Professional Certification Exam Version 3
Practice exam for Project Management Professional Certification Exam under Project Management Professional Exam (Licensing Exams). 5 sample questions.
Sample Questions
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Question 1
What should the project manager do?
Correct Answer: B
Rationale: Mentoring the new team member (B) directly addresses their lack of understanding of processes, enabling them to integrate effectively and contribute to the team’s success without disrupting the schedule. Assigning easier tasks (A) may reduce short-term impact but doesn’t help the team member learn the processes, potentially lowering morale. A performance improvement program (C) is inappropriate without first providing support, as it assumes poor performance rather than a knowledge gap. Reassigning work (D) shifts the burden to others, avoiding the root issue and potentially causing resentment.
Rationale: Mentoring the new team member (B) directly addresses their lack of understanding of processes, enabling them to integrate effectively and contribute to the team’s success without disrupting the schedule. Assigning easier tasks (A) may reduce short-term impact but doesn’t help the team member learn the processes, potentially lowering morale. A performance improvement program (C) is inappropriate without first providing support, as it assumes poor performance rather than a knowledge gap. Reassigning work (D) shifts the burden to others, avoiding the root issue and potentially causing resentment.
Question 2
How should the project manager address this issue?
Correct Answer: C
Rationale: Ensuring the sprint size is appropriate (C) tackles the root cause of missed user stories, likely due to overcommitment or misaligned capacity. This adjustment improves planning accuracy and delivery predictability. A reward system (A) may motivate but doesn’t address planning issues. Recruiting (B) is a long-term solution that doesn’t solve immediate sprint failures and incurs costs. Changing iteration duration (D) disrupts the established cadence and may not address the core issue of scope misalignment.
Rationale: Ensuring the sprint size is appropriate (C) tackles the root cause of missed user stories, likely due to overcommitment or misaligned capacity. This adjustment improves planning accuracy and delivery predictability. A reward system (A) may motivate but doesn’t address planning issues. Recruiting (B) is a long-term solution that doesn’t solve immediate sprint failures and incurs costs. Changing iteration duration (D) disrupts the established cadence and may not address the core issue of scope misalignment.
Question 3
What should the new project manager do?
Correct Answer: A
Rationale: Setting short-term goals (A) provides immediate clarity and direction, addressing the team’s confusion and fostering motivation through achievable milestones. This builds a positive culture and aligns the team toward project outcomes. Asking the sponsor for direction (B) shifts responsibility away from the project manager, who should lead the team. Allowing self-organization (C) risks further disarray in an already confused team. Escalating for more time (D) doesn’t resolve the immediate need for guidance and may delay progress unnecessarily.
Rationale: Setting short-term goals (A) provides immediate clarity and direction, addressing the team’s confusion and fostering motivation through achievable milestones. This builds a positive culture and aligns the team toward project outcomes. Asking the sponsor for direction (B) shifts responsibility away from the project manager, who should lead the team. Allowing self-organization (C) risks further disarray in an already confused team. Escalating for more time (D) doesn’t resolve the immediate need for guidance and may delay progress unnecessarily.
Question 4
What should the project manager have done to avoid this situation?
Correct Answer: B
Rationale: Reviewing the cost management plan with internal participants, including the CEO, before inviting an external client representative (B) ensures alignment on sensitive topics like the budget, preventing surprises that could derail the meeting. This aligns with PMP principles of proactive stakeholder engagement and effective communication. Performing a root cause analysis (A) is irrelevant here, as no prior issue exists, and lessons learned are documented post-event, not preemptively. Sending presentation slides (C) aids preparation but doesn’t guarantee internal consensus on critical elements like the budget. Reviewing the communications management plan (D) is too general and doesn’t directly address the CEO’s reaction, likely triggered by unpreparedness for the budget discussion.
Rationale: Reviewing the cost management plan with internal participants, including the CEO, before inviting an external client representative (B) ensures alignment on sensitive topics like the budget, preventing surprises that could derail the meeting. This aligns with PMP principles of proactive stakeholder engagement and effective communication. Performing a root cause analysis (A) is irrelevant here, as no prior issue exists, and lessons learned are documented post-event, not preemptively. Sending presentation slides (C) aids preparation but doesn’t guarantee internal consensus on critical elements like the budget. Reviewing the communications management plan (D) is too general and doesn’t directly address the CEO’s reaction, likely triggered by unpreparedness for the budget discussion.
Question 5
What should the project manager do?
Correct Answer: C
Rationale: Reviewing the requirements traceability matrix with the stakeholder (C) verifies whether the requirement is included and traceable to deliverables, addressing the concern objectively and collaboratively, aligning with PMP quality and requirements management principles. Checking the approved requirements list (A) is less effective without stakeholder involvement. Discussing additional requirements (B) is premature without confirming the issue. Improving acceptance criteria (D) assumes the requirement is present and correctly defined, which may not address the stakeholder’s concern.
Rationale: Reviewing the requirements traceability matrix with the stakeholder (C) verifies whether the requirement is included and traceable to deliverables, addressing the concern objectively and collaboratively, aligning with PMP quality and requirements management principles. Checking the approved requirements list (A) is less effective without stakeholder involvement. Discussing additional requirements (B) is premature without confirming the issue. Improving acceptance criteria (D) assumes the requirement is present and correctly defined, which may not address the stakeholder’s concern.