Free PMI PMP Practice Questions

Question 1

A team has just adopted an agile approach. During daily standup meetings, the team expressed concerns about task delays. The project leader worked with the product owner to get clarity on the features. The project leader asked the team to fast-track all product features to ensure delivery. Sprints are being completed but with either fewer features or low quality.

What should the project leader have done to ensure success?

1. Asked the team to create an impediment log and keep it updated for use in the next sprint planning
2. Directed teams to possible solutions that help in removing the impediments and contribute to a timely delivery
3. Suggested to the team to add impediments as work items in the product backlog to be fixed in the next sprints
4. Empowered the team to improve their processes, tools, and interactions to be more effective in delivery and removing impediments

Question 2

A project manager is part of a team that is launching a series of features to comply with a new regulation. The team has only 6 weeks to release the features to the legacy applications. During the standup meeting, a software engineer indicated that the development of an important feature is on hold until the assigned designer completes a specific task. This delay is a serious road block to meeting the release date.

What should the project manager do?

1. Meet with the design team manager to inform them of the current status and request an additional designer
2. Ask the software engineer to move forward without completing the important feature
3. Contact the design team manager and ask to reconsider the priority list based on the latest situation
4. Meet with the designer to share the current status and develop a solution to complete the task

Question 3

A project manager is working with a customer's team on a new project. Some product definitions and requirements are still not clear, but the customer wants to start activities as soon as possible. The organization is also expecting product delivery for a specific date due to a regulatory requirement. Due to the nature of the project, the project manager has decided to use a hybrid approach.

Why did the project manager choose a hybrid approach?

1. A hybrid approach will enable project activities to start immediately and allow for a plan for the requirements definitions
2. A hybrid approach will allow the project manager to revise the product specifications
3. A hybrid approach will allow for management of the requirement uncertainties as well as the date restriction
4. A hybrid approach will ensure the delivery date is accomplished and will eliminate product uncertainties

Question 4

Five agile teams working together on a product recently performed release planning. Midway through the project, each team showed that their progress was on track.

When all of the teams integrated at the product level, many integration issues were observed. The overall product release progress declined with predictions showing the committed content will not be able to be accomplished.

What should the project manager have done differently?

1. Performed a Scrum of Scrums on a regular basis to help the teams remove impediments
2. Formed a separate quality assurance team to test all items coming from each team at the end of each sprint
3. Arranged an online session on the integration concept and suggested tools to the teams
4. Ensured frequent and continuous integration of work to obtain early feedback and continuous learning

Question 5

A project manager is managing a construction project that is facing challenges. There is schedule overrun, cost overrun, and the client is unhappy with the specific scope progress.

What should the project manager do first?

1. Review the scope and project objectives.
2. Enforce the penalty clause on the supplier.
3. Take action to reduce the cost overrun.
4. Work with the client on the scope completion.

Question 6

In a geographically distributed project team, the project team members continue to email status reports and update schedules after their weekly meeting discussions. However, the team is having difficulty tracking the changes and progress made.

What should the project manager do?

1. Facilitate training on version control and project artifacts.
2. Maintain separate document control via regions to avoid discrepancies.
3. Maintain a central repository of artifacts with a version control system.
4. Develop a document management software for version control.

Question 7

A project manager is managing a large project. A stakeholder has just discovered a new risk that has not been identified in earlier stages.

What should the project manager do?

1. Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders
2. Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register
3. Communicate the risk to the steering committee and request a mitigation plan from senior management
4. Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders

Question 8

A project manager is closing a project and preparing to hand it over to the operations team. During handover, a delayed invoice was submitted with a higher-than-planned cost against the project work. Consequently, project handover was delayed and the project's reported completion costs were increased.

What should the project manager have done to avoid this situation?

1. Notified all vendors about the invoicing and nonpayment deadlines
2. Reviewed the total committed cost against the cost invoiced at project closing
3. Involved the finance team and discussed the issue with the vendor
4. Captured and reviewed all of the project work and related costs regularly

Question 9

A project manager is assigned to a critical software development project. The team is using a hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000.

What should the project manager do?

1. Fast track the project
2. Adjust the budget
3. Introduce a float
4. Adjust the project time line

Question 10

A project manager is reviewing the requirements of a large program.

Which requirements should the project team prioritize to avoid getting fines?

1. Certifying sustainable products
2. Establishing company processes
3. Complying with new regulations
4. Developing new product lines

Question 11

During the third iteration of a project, the main sponsor retired from the company, and a new sponsor was appointed. The new sponsor is not familiar with the agile approach for project delivery, which leads them to request more control over the project team.

What should the project manager do?

1. Schedule a meeting with the new sponsor in order to explain the agile approach and how teams are supposed to be self-organized
2. Review the sponsor's request with the project team during the next daily review meeting in order to provide the requested control
3. Schedule an emergency meeting with the project team so they fulfill every request that comes from the sponsor
4. Review the sponsor's request with the project team during the next iteration review meeting in order to obtain a team decision

Question 12

A major public-transportation construction project is aimed at significantly reducing emissions. The project has been severely delayed due to noncompliance with environmental codes and bylaws.

What should the project manager have done to prevent this?

1. Appointed a senior environmental compliance officer to report directly to the project manager.
2. Approached the regulator for a partial waiver in light of the environmental importance of the project.
3. Incorporated sufficient schedule reserves based on similar delays in past projects.
4. Mapped environmental compliance requirements, identified risks to achieving them, and prepared mitigations.

Question 13

An equipment vendor will implement a new production line for a client company. The year-long project will include 2- to 4-month long iterations; however, the client's project manager has no agile experience.

How should the project manager ensure that the client is effectively represented in the daily meetings?

1. Recommend agile training programs that best suit the client project manager's schedule.
2. Propose a session for essential agile knowledge transfer for the client team to align with the daily meeting goals.
3. Realign the project to a predictive approach to ensure optimal collaboration between the teams.
4. Provide the client project manager with agile best practice documents and web resources.

Question 14

A project team has installed software for the client, passed the knowledge to operations, sent the final report, and celebrated. Then 1 week later, the client sends a list of requirements that have not been met. The client is requesting to fix the issues quickly and within the initial budget.

What should the project manager have done to prevent this from happening?

1. Reviewed the acceptance criteria and obtained client approval.
2. Allocated a risk budget for any post-release improvements.
3. Conducted a pilot to understand the client's performance parameters.
4. Established meetings with the client throughout the project phases.

Question 15

A new team member has joined an agile project, replacing a team member who recently left. The project team needs the new team member to speed up their ability to contribute effectively to the project.

What should the project manager do to help in this situation?

1. Assign the new team member the same tasks that were assigned to the previous team member who they replaced
2. Schedule knowledge transfer sessions and assign less complex tasks to the new team member
3. Send technical documentation to the new team member and schedule training for the next iteration
4. Have the new team member complete all of the company's mandatory training

Question 16

An agile team member received certification on a new tool; however, this team member is complaining that the rest of the team is not using the tool due to lack of knowledge.

How should the servant leader apply emotional intelligence to leverage this situation to benefit the project?

1. Request budget to reward the team member so others will be motivated to obtain the same certification.
2. Promote the team member to product owner to leverage the new knowledge with the clients.
3. Ask the team member to use their recently acquired knowledge to develop and provide training to the team.
4. Provide an incentive to team members who begin using the new tool on this project.

Question 17

The project velocity has recently slipped, and a decision was made to skip testing to increase the momentum and bong the project back on track.

What will the project manager need to focus on as a result of this decision?

1. Increased bum rate
2. Increased cost
3. Increased technical debt
4. Decreased efficiency

Question 18

The product owner decides to launch a product after a couple of releases, knowing that the minimum viable product (MVP) lacks some features.

One of the key stakeholders, the marketing vice president, is not happy with the results and questioned the release decision.

What should the project manager do?

1. Support the product owner's decision and seek better alignment with this stakeholder in order to avoid this type of issue in the future
2. Coach the team on the decision-making process, assuming a risk-averse strategy towards product releasing
3. Assume the responsibility for product releases, making the final call on when something is ready for customer launch
4. Escalate the issue to the sponsor, questioning the authority of the key stakeholder regarding the product launch decision

Question 19

A project manager presented the project schedule to the mam stakeholders. They have requested that the project be completed two months earlier than the scheduled date.

What should the project manager do?

1. Hold a stakeholder meeting to align timelines and scope expectations
2. Crash the schedule to shorten the timeline while keeping the scope unchanged
3. Update the cost management plan to allocate more resources to the project to finish the scope earlier
4. Reduce the scope of the project by removing activities and shortening the timeline

Question 20

An agile project for a database migration impacts nearly all business units of the corporation. Every effort has been made to complete the migration before the end-of-support date for the database platform. A new impediment now implies the need to continue use of the old platform another year at a higher support price.

What should the product owner do about this situation?

1. Reprioritize the backlog based on value and cost of delay divided by duration.
2. Switch to a predictive approach to prevent any further delays to completion.
3. Reprioritize the backlog based on story size and competence availability.
4. Remove low-value items from the backlog to compensate for the higher cost.

Question 21

A project manager is managing a national rollout for an innovative product in a regulated environment that is expected to change. The project management office (PMO) needs visibility of the regulatory constraints while maintaining a degree of flexibility.

Which tool can the project manager use?

1. Use a burndown chart to provide transparency
2. Use a burnup chart to provide transparency
3. Use a kanban board to increase accountability
4. Use a product backlog to manage changes

Question 22

An unforeseen event has shut down public works projects for 4 weeks. Activities on the critical path will fall behind based on the project schedule.

What should the project manager do?

1. Add 4 additional weeks to the schedule and request additional resources.
2. Ask the sponsor to obtain a special work permit to continue work.
3. Crash the resource management plan to keep the schedule on track.
4. Review the project management plan to see the impact of the possible delay.

Question 23

A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework.

How should the senior project manager respond?

1. Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.
2. Monitor resource allocation to ensure that team members work 8 hours per day.
3. Assign project tasks to the team regardless of their skills to accomplish the project schedule.
4. Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.

Question 24

A project is about to start. The project manager has found that the client does not have an appropriate knowledge management system and does not have a requirement for it.

What should the project manager do?

1. Provide just-in-time knowledge to the client, upon request.
2. Utilize the cloud wiki to collect the necessary knowledge.
3. Ask the team to collect the knowledge locally and share it at the end of the project.
4. Coordinate with the team and the project stakeholders to collect the knowledge.

Question 25

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line.

What should the project manager do first?

1. Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.
2. Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.
3. Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.
4. Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

Question 26

A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data.

What should the project manager do first?

1. Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment.
2. Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation.
3. Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned.
4. Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.

Question 27

A hybrid project has three vendor contracts to sign during the next quarter. The organization announces that all purchasing will move to a central procurement team next month, adding a new approval step. The team worries that vendor onboarding will slow down. What should the project manager do?

1. Sign all three contracts this month so that they avoid the new central approval step.
2. Ask the central procurement team to exempt the project from the new process.
3. Keep the original procurement schedule unchanged and deal with any delays as they occur.
4. Evaluate the change's impact with central procurement and update the schedule and risks.

Question 28

During project execution, the project manager discovered that a key deliverable was missing from the scope of work. After investigation, the project manager and the team discovered that the missing deliverable will impact the critical path.

What should the project manager do to avoid future delays?

1. Submit a change request.
2. Add additional resources to the project
3. Update the scope of work
4. Review the risk management plan

Question 29

An agile coach and technical writer for a globally distributed agile team are in a country with a 9-hour time zone difference from the agile team.

The agile coach and project lead disagree on the timing for the daily standup. The project lead thinks the standup should be at 10:00 am local time, but the agile coach and technical writer feel that is an inconvenient time for them.

How does the project lead ensure adherence to agile practices?

1. Inform the agile coach that the daily standup will be at 10:00 am local time and ensure all parties can attend
2. Escalate to management that the agile process is not going to work and ask them to speak to the agile coach
3. Have a discussion with the team on the approach and come to a decision on when the daily standups should be
4. Have two separate daily standups, one for the agile coach and technical writer and one for the agile development team

Question 30

When a project is in its final stage, the project manager will request from the team to prepare a delivery acceptance document.

What is the importance of this document to the project manager?

1. Needed to close the work breakdown structure (WBS).
2. Needed to share it with the stakeholders.
3. Needed to close out the project or a phase.
4. Needed to release the team at the end of the project.

Question 31

A multiyear resource constraint project is midway through the execution phase. During a progress update meeting, it has been determined that there might be a schedule delay to deliver the project. The project manager has observed that all of the team members are working hard and lots of deliverables have already been completed.

What should the project manager do immediately about this situation?

1. Register the schedule risk and present the new resources requirement to the change management board for schedule recovery.
2. Prepare a monthly report by highlighting the completed deliverables and communicate the delay to management.
3. Ask the project planner to identify the critical path and respective delayed activities, and then investigate the reasons for the delay.
4. Ask the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the results to the team.

Question 32

A project manager has just identified 45 stakeholders for a predictive hospital records project. The stakeholder register lists only their names and job titles, and the project manager has limited time to spend aligning their expectations. What should the project manager do NEXT?

1. Send the same detailed weekly status report to all 45 stakeholders so every one of them stays fully informed.
2. Schedule a one-hour individual meeting with each stakeholder before writing any engagement plan.
3. Group the stakeholders by their level of influence and interest to decide how closely to engage each one.
4. Ask the sponsor to name the five stakeholders who matter most and stop engaging the others.

Question 33

A company is initiating a project to enhance one of its existing products. All of its products are developed internally.

What should the project manager do?

1. Ensure the stakeholder engagement plan is accurate and properly documented
2. Review the lessons learned from the previous project
3. Identify the risk of implementing the new solution and evaluate the impact on the project
4. Create a lessons learned document for the initiation phase

Question 34

A project is in the knowledge transfer phase, and a few subject matter experts (SMEs) went to the client site for knowledge transfer. The SMEs captured various process deviations without sharing with the project team.

How can the project manager ensure knowledge transfer across the team?

1. Ask the project team to run a deviation log review meeting with the client, highlighting that the project may not be able to go live as scheduled.
2. Ask the project team to facilitate a lessons learned session during the project closure phase to incorporate this issue.
3. Ask the project management office (PMO) to provide team members with real-time visibility for deviations and facilitate team members to resolve issues.
4. Ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the project management information system (PMIS).

Question 35

A project manager has been assigned a project to build a new solar farm that will provide clean energy to a new housing complex. The government has decided to reduce the tax on renewable energy products starting 1 January. The supplier has reached out and stated that the order placed for solar panels to be delivered on 20 December might be delayed until early January. On the other hand, the project will face similar constraints due to the December holidays.

What should the project manager do about this risk?

1. Review the supplier's contract to understand the terms of sale
2. Insist that the supplier deliver the goods on the agreed date
3. Update the risk register and take advantage of the opportunity
4. Accept the risk and update the risk register

Question 36

A company is implementing a growth strategy by constructing a new production facility, which will soon move into the operation phase. Although a governance policy was already in place, the company must comply with new financial regulations that have been recently implemented.

Compliance with the regulations will cause a major change in project scope.

How should the project manager respond to this requirement?

1. Perform an analysis to assess the Impact on the project.
2. Proceed with the existing company governance policy.
3. Escalate the issue to upper management and let them decide.
4. Directly comply with the financial regulations.

Question 37

A healthcare organization hired a new compliance specialist to ensure that the healthcare compliance needs are met. The feedback about the new compliance specialist from the team was average.

What should the project manager do to help the new compliance specialist improve?

1. Coordinate a one-to-one meeting with the specialist to assess the situation
2. Escalate this situation to the manager of the area for a possible solution
3. Provide time for the specialist to adjust to the pace of the project
4. Contact the human resources (HR) manager about the team's feedback

Question 38

A project manager is using a subcontractor for mobile application development.

When the project team tests the application, they realize it does not comply with the new company user-interface standards. Even though these new standards were not included in the statement of work (SOW), the subcontractor agrees to the additional scope as long as payment for this additional work is paid immediately.

What should the project manager do?

1. Negotiate new pricing based on the revised estimations from the subcontractor that reflect the new work.
2. Initiate a change request and review the contract to evaluate the payment options before responding.
3. Deny the subcontractor's payment request, because the product does not comply with the project needs and close the project.
4. Initiate a change to incorporate an immediate payment milestone in the contract as per the subcontractor's request.

Question 39

In an agile team, some of the team members are coming forward to ask for more autonomy on the project.

What should the project manager do in this situation?

1. Encourage the team lead to make decisions.
2. Encourage the team members to make decisions.
3. Discourage them as conflicts may be created.
4. Discourage this request, as it is for the management team.

Question 40

A project is in the execution phase. The client was actively involved in the early stages but has been less engaged lately. A number of changes to the requirements have recently been requested.

What should the project manager do next?

1. Discuss the changes with the client and jointly make the decision on how to proceed.
2. Reject the changes and stay the original course as initially agreed with the client.
3. Review the risk register to see if mitigations have already been outlined for this scenario.
4. Review the changes and make the decision based on the project team's recommendations.

Question 41

A team member who is working on a critical project deliverable reported that their computer is not working. The IT department says that due to a high workload, they will not be able to provide assistance for 1 week.

How should the project manager address this situation?

1. Use project reserves to buy new equipment to avoid an impact to the critical path of the project
2. Schedule a meeting with the project sponsor to request a budget to buy or rent a new computer
3. Explore options with the IT department to expedite the necessary repairs based on criticality of the project
4. Ask the team member to find an innovative solution or workaround to overcome the issue and avoid project delays

Question 42

While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere.

What should the project manager do to ensure a smooth delivery of the product?

1. Involve the client in risk identification
2. Agree with the client on a new project charter
3. Involve the client in a performance gap analysis
4. Agree with the client on acceptance criteria

Question 43

A project manager is assigned to work on a complex and innovative project. The technology being used and developed is new and complicated, and most of the stakeholders are unfamiliar with it.

Which approach should the project manager use as a servant leader?

1. Escalate the issue with upper management to find a novel solution for this situation.
2. Contact the project sponsor to get those stakeholders removed from the project.
3. Allocate resources to provide training about the new technology to the stakeholders.
4. Ask stakeholders to find and self-fund education about this new technology.

Question 44

During a regular project progress meeting, the CEO informed the project manager that a major stakeholder has been unaware of recent developments on the project. The project manager is sure that the stakeholder was duly identified and classified in the stakeholder register.

Which project document should the project manager review in order to determine the reason for this issue?

1. Requirements traceability matrix
2. Issue log
3. Stakeholder register
4. Stakeholder engagement assessment matrix

Question 45

Knowledge sharing has been a key priority for a complex technological project with a large number of team members. During the project execution phase, the project manager receives numerous complaints from all team members that they are overloaded with knowledge-sharing emails, which contain useful information but are unmanageable due to the high volume.

What should the project manager do to solve this problem?

1. Establish an unofficial communications method for the team to share knowledge and lessons learned.
2. Establish a pull communications method to access knowledge repositories and lessons learned.
3. Establish an interactive communications method between stakeholders to share knowledge and lessons learned.
4. Establish a push communications method for the team to share knowledge and lessons learned.

Question 46

After a couple of iterations, the project manager decides to present the product to a key stakeholder. The stakeholder's feedback is that the team missed the mark on many features.

What should the project manager do to avoid this in the future?

1. Set up requirements-gathering sessions with all key stakeholders to evaluate the scope once again and reprioritize the backlog based on the sessions
2. Schedule adequate sprint demos to gather early feedback from the stakeholders and adapt the plan accordingly
3. Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs
4. Evaluate the team's skills to look for someone with experience in product design and assign that person the task of rebuilding the product interface

Question 47

A project manager is leading a project that is in an advanced stage. All high-level risks identified in the risk management plan have been resolved or are no longer a risk for the project. Only low-level risks remain.

What should the project manager do now?

1. Reclassify low-level risks as high-level risks.
2. Notify stakeholders that all high-level risks have been resolved.
3. Reduce the priority of project risks as all remaining risks are low-level.
4. Reevaluate identified risks and update the risk register.

Question 48

A solution designer in an agile team often passes the design information to team members without any documentation. This has resulted in misunderstandings within the team.

What should the agile leader do?

1. Move the solution designer to another team
2. Review the process that resulted in this situation
3. Ask the team to document the design
4. Stop work until the design document is completed

Question 49

During a documentation audit of an international company, it was identified that the last version of the project schedule was from one month ago even though the project manager knew it was recently updated.

How should the project manager have handled documentation for the project?

1. Updated the project management plan regularly and had it securely shared with all stakeholders
2. Assigned a project team member to ensure all project documentation was updated
3. Reviewed the risk register to identify a response plan for the audit
4. Kept documentation in the project management information system (PMIS), and shared it with appropriate stakeholders

Question 50

A client is structured as a matrix organization for an agile project. The project manager is working on-site with key stakeholders from different parts of the organization.

How should the project manager handle the different stakeholders?

1. All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders
2. Because there are different perspectives, perform a stakeholder analysis and act based on the outcome
3. The project manager is working on the client's premises, so follow the directions of all the key stakeholders
4. This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization

Question 51

Two team members were recently released from a project because the customer reduced the budget. However, the agile team is still receiving the same, if not more, work requirements as before.

How should the agile project leader resolve this situation?

1. Update the project budget with the released team members.
2. Update the restriction log with the new team capacity.
3. Explain the new project requirements to the team.
4. Explain the new team velocity to the customer.

Question 52

On a project with multiple international locations, a trend for delays has been flagged.

When looking into the issue, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices.

What should the project manager do next?

1. Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion.
2. Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons.
3. Request that the offices in overseas locations work overtime to mitigate schedule slippages.
4. Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.

Question 53

A new team member on a self-organizing team is finding it difficult to deliver due to the new technology being used in the project.

What should the project manager do in this situation?

1. Delegate other team members to complete this team member's tasks.
2. Mentor the team member and provide the necessary training.
3. Request the team member to move to another team.
4. Include the team member in an improvement program through a human resources (HR) request.

Question 54

During a sprint, one of the team members found an issue. According to the team member and the product owner, the issue has a higher level of importance than the other features of the sprint, but is not a roadblock to completing it.

What should the project lead ask the project team do?

1. Avoid the temptation to make any changes and address the issue in the next sprint.
2. Submit the issue to the change control board (CCB) to evaluate and formally approve a plan to address it.
3. Address this issue only as it has a higher priority than the remaining features of the same sprint.
4. Follow the sprint plan by delivering the features established for the sprint and prioritize the issue in the backlog.

Question 55

A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively.

How should the project manager address this?

1. Develop a schedule that ensures people with personal differences work separately.
2. Invite the functional managers of the different units to address their personal differences.
3. Use an approach to the project that does not involve colocation.
4. Meet with the team and agree on expectations from team members.

Question 56

A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings.

What is one of the key activities that the project manager should undertake to ensure company success?

1. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome.
2. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables.
3. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives.
4. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

Question 57

One of the main inputs required for a deliverable is missing due to a miscommunication between the vendor and project manager. Because of the missed deliverable, the critical path of the project is extended.

What should the project manager do next?

1. Start an audit of the vendor's processes and procedures
2. Review lessons learned from previous projects with this vendor
3. Make a detailed analysis on vendor issues during the project
4. Execute a contingency plan to address the issue with the vendor

Question 58

A project manager is assigned to a project within a program. The high-level requirements of the project are known, but the priorities of some of the requirements are uncertain as they are interdependent on some other pipeline projects within the program.

How should the project manager prepare for the next steps of the project?

1. Escalate to the management team to increase the timeline based on the complexity of the project
2. Wait for the other project estimates before planning the schedule
3. Prioritize and estimate the milestones for the high-level requirements based on historical data
4. Ask the project management office (PMO) to estimate the tasks for all the projects and share the project management plan

Question 59

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?

1. Create a prioritized backlog and define iteration review sessions with stakeholders
2. Create a detailed work breakdown structure (WBS) and milestone schedule approved by all stakeholders
3. Schedule a daily meeting to review team performance and impediments
4. Schedule a kick-off meeting for every project phase to share the project management plan with all stakeholders

Question 60

A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client.

How should the project manager proceed?

1. Update the quality management plan for the overall project
2. Ask the client to verify and accept the tasks that have been completed
3. Close out the project tasks that have been completed
4. Update the communications management plan for the overall project

Question 61

A company just started managing a project using an agile approach. Due to this change, the general manager is worried about the scope definition process for upcoming projects.

What should the project manager do to ensure the project scope is completely defined?

1. Meet with the general manager and convince them to return to using predictive approaches to avoid any risk
2. Ask the general manager to review every requirement to ensure all projects will deliver the requested products
3. Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements
4. Help sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations

Question 62

At the end of a project with multiple suppliers, the project manager is reviewing the closing process and finds that an unexpected financial balance is remaining.

What will help the project manager understand why this has occurred?

1. Project audit
2. Lessons learned
3. Organizational process assets
4. Procurement audit

Question 63

A project manager identifies an issue between two team members that is affecting the development of one of the deliverables during the second iteration of a project.

How should the project manager address this issue to avoid any impact to the project?

1. Send a warning to both team members indicating that if the issue continues, both will be removed from the project
2. Escalate both team members to their respective functional managers and let them take the appropriate actions
3. Contact the functional managers to request substitutes for the conflicting team members
4. Schedule a meeting with both team members to understand the issue and facilitate a solution that satisfies both parties

Question 64

A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release.

The stakeholders have raised concerns about global healthcare guidelines and risks.

What should the project manager do next?

1. Evaluate lessons learned from similar projects prior to deployment.
2. Perform a qualitative risk analysis on the identified project risks.
3. Review compliance and regulatory requirements with stakeholders.
4. Conduct a feasibility analysis of deploying the solution globally.

Question 65

A project manager has been assigned to a project after the charter has been approved. While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed.

What should the project manager do next?

1. Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy
2. Add the missing budget items to the risk log and present them in the next project steering committee
3. Start the project and deal with these budget issues as they arise throughout the project life cycle
4. Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed

Question 66

A project manager is well informed on the industry standards of the organization and believes that they are not reflected in the project deliverables.

What should the project manager review next?

1. Organizational process assets (OPAs)
2. Quality process
3. Project charter
4. Quality management plan

Question 67

A research and development team is finishing up a two year initiative. The project manager is focused on the closing activities for the project.

Which activity should be considered as a priority?

1. Release the resources and plan for a project completion celebration.
2. Ensure that knowledge transfer activities are executed as planned.
3. Hold a steering committee meeting to inform them of the project completion.
4. Mark the product backlog completion status and update the communications management plan.

Question 68

A building management system (BMS) project is in its commissioning phase and handover to the operations team will commence soon. However, the project manager noted that both the project and operation teams are not able to properly operate the BMS. As a result, there is an increased risk of the project schedule being delayed.

What should the project manager have done to avoid this situation?

1. Brought both teams together in a joint meeting to resolve the issue
2. Made some adjustments to BMS to be more suitable for the teams
3. Allocated a dedicated handover team at early stages of the project
4. Allocated proper resources for training on BMS in the project plan

Question 69

The project manager is reviewing a project's progress and notices that one of the risks has become an issue.

What should the project manager do to address the situation?

1. Initiate a change request to obtain additional funds from the management reserve
2. Meet with the project team and customer to brainstorm about potential solutions
3. Schedule a high-priority meeting with the project stakeholders to discuss the issue
4. Collaborate with the relevant stakeholders on implementing the risk response plan

Question 70

A project manager is managing a few innovation projects with a high level of uncertainty. The project manager is experiencing challenges with the large number of change requests issued due to the nature of the project.

What should the project manager do?

1. Reduce the number of approvers required to implement a change request
2. Request sponsor approval for all change requests to reduce the number of changes
3. Initiate the number of iterations to reduce the number of change requests
4. Add a fixed number of change requests allowed by the client on the project baseline

Question 71

After gathering all the requirements for a project with dependencies on external stakeholders, the project team is finishing the second iteration. At this point, the project manager learns about a possible change in regulations that would prevent the product launch.

What should the project manager do to realize benefits?

1. Add an entry in the risk log
2. Implement the changes
3. Review target benefits
4. Improve the team's velocity

Question 72

A hybrid project has just deployed, and the project manager is planning project closure with lessons learned workshops. A key stakeholder informs the project manager that having the Scrum team in the workshops is a waste of time because the project was delivered successfully.

What should the project manager do?

1. Invite the Scrum team members as optional participants.
2. Ask the Scrum team members to share retrospectives.
3. Invite the Scrum team members as mandatory participants.
4. Ask the scrum master to attend the workshops.

Question 73

A project manager is assigned to a project where a vendor has been engaged to build a new system. One week before user acceptance testing (UAT) is scheduled, the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.

What should the project manager do next?

1. Communicate with the vendor and project team and explore possibilities for resolving the issue
2. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract
3. Escalate to management and prepare for project closure by canceling the contract with this vendor
4. Adjust the project schedule to accommodate the current development progress of the vendor

Question 74

An agile project team is looking to develop quality standards for a project.

How should the project manager coach the team?

1. Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously.
2. Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story.
3. Insist that test-driven development is implemented along with the automated testing.
4. Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.

Question 75

An organization is using a hybrid delivery approach for a business project. The product owner, the person who was also managing the project, was promoted to a more senior role. A new project lead has joined the project.

Which artifact should the project lead use to ensure that the project benefits have been identified?

1. Statement of work (SOW)
2. Business case
3. Product backlog
4. Solution architecture

Question 76

A product company is transforming the way it develops and releases products in the market. Executives believe that this is a high-risk initiative, and this initiative must be successful.

What should the project manager do in this scenario?

1. Develop a business case with assumptions for the new model
2. Develop a communications management plan to inform the employees about the new business model
3. Adopt an iterative rollout approach that delivers the highest business value earlier
4. Develop a detailed sprint plan with clear deliverables

Question 77

A project manager works with a global virtual team. The team is facing difficulty in communicating with each other and often misses important messages. This difficulty leads to missed deadlines.

What should the project manager do to enhance project team effectiveness?

1. Implement team colocation to improve communication
2. Identify the root cause of communication issues
3. Initiate daily communication of project progress
4. Schedule a communications control board meeting

Question 78

A project manager is assigned to a new marketing campaign. The sponsor gives the project manager an approved project management plan for review and explains the scope, business requirements, deliverables, and stakeholders. The project manager asks to see the project charter to gain a better understanding of the project. The sponsor says the project is small and simple so there is no need for a project charter.

What should the project manager do?

1. Develop the project charter and send it for approval.
2. Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities.
3. Speak with peers about the need for a project charter.
4. Agree that the project does not require a project charter, especially since the deliverables and milestones are included in the project management plan.

Question 79

A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months.

What should the project lead do next?

1. Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer.
2. Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries.
3. Schedule meetings with the customer to determine their ability to support multiple incremental deliveries.
4. Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder's request.

Question 80

A customer's technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.

What should the project manager do next?

1. Agree with the project team to modify and delete some of the stories in the current sprint backlog
2. Obtain approval from the project team and add the new story to the product backlog
3. Receive an agreement from the product owner and add the new story to the product backlog
4. Negotiate with the scrum master before adding the new story to the sprint backlog

Question 81

During the implementation phase of a construction project, the customer asked a key subcontractor to deliver a work package ahead of time. The subcontractor was not prepared for it and asked the project manager for additional budget.

What should the project manager do first?

1. Update the risk register and project log, and manage the budget closely.
2. Revise the project scope accordingly to cope with the budget changes.
3. Submit a change request to accelerate the project as requested.
4. Ask upper management for more funds, and update the project budget.

Question 82

A project manager is scheduled to meet with a client for their weekly risk management meeting. The project manager observed that one of the tasks which had external dependencies is delayed by one week. The project manager knows this will have an impact but does not know the exact details.

What two things should the project manager do? (Choose two.)

1. Discuss the issue with the external supplier's authority.
2. Gather additional information and estimate the impact.
3. Wait for the client to raise a concern and collect more information.
4. Review the lessons learned from similar past projects.
5. Update the risk log and bring this up in the meeting with the client.

Question 83

When trying to track project benefits, a project manager realizes that some key performance indicators (KPIs) are not yet defined.

What should the project manager do?

1. Forward the issue to the benefit owner and ask them to collect the missing data and build the KPIs.
2. Coordinate with the benefit owner to track and collect the missing data and build the KPIs.
3. Work with the business analysts to track and collect the missing data and build the KPIs.
4. Ask the program manager to track and collect the missing data and work to build the KPIs.

Question 84

A new major road project is starting, and the contractor has contractually committed to submitting regular status reports and participating in integration meetings.

Halfway through the project life cycle, the contractor stops participating in meetings and submitting reports, stating these items consume too much time.

What should the project manager do first?

1. Assess the risk of the contractor not attending meetings and submitting reports for the rest of the project and escalate it to the project sponsor
2. Remind the contractor that they committed to attending meetings and submitting reports per the contract
3. Submit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution
4. Speak with the company's lawyer and request that they demand the contractor fulfill their contractual commitments

Question 85

A project manager is working on a major construction project. Part of the agreed-upon plan was to use a cloud-based system with a server that runs on high-speed internet service since most of the team members work virtually. The company needs to reduce operating costs as much as possible and management insists that the project will now use a system running on a conventional dial-up service.

What should the project manager do next?

1. Agree with management and continue working the project management plan.
2. Evaluate the impact of this decision and communicate with management.
3. Replace some of the team members that work virtually to help the company save money.
4. Meet with management about their decision and ask them to get another project manager.

Question 86

In a retrospective, an agile team agreed to try work-in-progress limits for two iterations to reduce the number of stories carried over. Both iterations have now finished. Some team members like the change, while others find it restrictive. What should the project manager do?

1. Make the limits permanent, since the whole team already agreed to them in the retrospective meeting.
2. Drop the limits, since several team members find them too restrictive.
3. Ask the sponsor to decide whether the team should keep the limits.
4. Compare carry-over data from before and after the trial with the team and decide together.

Question 87

A company initiated a departmental transformation project improving the processes for the organization using a predictive approach. This is a critical project for the organization and, in the middle of the project, the project manager noticed that one of the deliverables cannot be produced due to a missing technical skill.

What should the project manager have done to avoid this?

1. Asked the sponsor to identify all required skills during the planning of the project
2. Identified all required skills after the kick-off of the project
3. Planned all required training for the team during the onboarding process
4. Identified all required skills during the planning of the project

Question 88

A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.

What should the project manager do next?

1. Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project
2. Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension
3. As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions
4. As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions

Question 89

A project manager has been managing a highly complex project. The project manager has ensured that all of the required tasks have been completed. During a recent external audit. The project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented.

What should the project manager have done to ensure that there were no liabilities arising from the recent implementation?

1. Ensured that all defects identified during testing were resolved before implementation
2. Ensured that all of the required tasks identified in the scope were completed successfully
3. Ensured that all documentation was completed post implementation before closing the project
4. Ensured that all the required approvals were received per the organizational procedures

Question 90

A project manager has team members around the world in many different time zones. Project work frequently stalls because people in one office need to wait until another office is awake to have questions answered.

What should the project manager have done to avoid this?

1. Ensured that the project would be the highest priority for all team members
2. Planned and scheduled tasks and work packages to overcome geographical and time zone challenges
3. Learned more about how each team member prefers to communicate before assigning project work
4. Used communication tools, such as video conferencing, so different offices could communicate

Question 91

A project schedule risk has turned into an issue. The project manager foresees delays in project execution.

What should the project manager do to resolve the issue?

1. Escalate the issue to senior leadership for resolution
2. Work with relevant stakeholders to determine possible solutions
3. Update the schedule baseline to the new project time line
4. Update the risk management plan and send it to the project team

Question 92

An agile project is running its fifth iteration out of eight. After the last iteration planning the team was informed that there is a new competitor in the market, and it is necessary to move faster to ensure market share is not missed.

What should the project manager do?

1. Add the competitor's functionalities to the product backlog to improve the product
2. Ask the sponsor to add more people to the team
3. Help the team to find a new approach to launch the product as soon as possible
4. Ask the team to increase the velocity to launch the product as soon as possible

Question 93

A team member shares with their functional manager some negative details about the performance of another team member that was discussed during the retrospective. The project manager finds out about this discussion.

What two actions should the project manager take? (Choose two.)

1. Contact the team member's functional manager and invite them to the next retrospective
2. Meet with the entire team to review the ground rules about safe environments
3. Meet with the product owner to talk about the situation
4. Contact the team member to explain what information can be shared outside the team
5. Meet with the sponsor to review the situation

Question 94

The project manager is having difficulty obtaining approval of the project requirements because there is disagreement among the project stakeholders. This issue is putting the project schedule at risk.

What should the project manager do first to facilitate the approval of project requirements'?

1. Review the project charter
2. Perform a stakeholder analysis
3. Identify the source of the disagreement
4. Hold a team-building event

Question 95

A company has a transformation project in progress. During a planning session, several stakeholders are in constant disagreement and often use personal arguments to support their position. Team members are getting frustrated with the situation.

What should the project manager have done to avoid this situation?

1. Established ground rules before the discussion had started
2. Reinforced that higher-level management has the decision power
3. Invited a high-level sponsor to the meeting to reduce the level of disagreement
4. Asked stakeholders not to voice their opinions during the meeting

Question 96

A project to develop a large hydropower plant is in the implementation phase and is managed using a hybrid approach.

What should the project manager do to ensure full compliance of quality requirements during the execution phase?

1. Analyze the quality requirements.
2. Plan quality management
3. Continually survey the quality of the deliverable
4. Set up quality policies and procedures

Question 97

A project manager is working on a construction project. The company owner asks the project manager to provide cost estimates for the new decoration project within 4 hours.

How will the project manager be able to complete this task?

1. Call a meeting with the project team to identify the most appropriate approach
2. Tell the owner that a rough order of magnitude will be provided
3. Contact a subject matter expert (SME) for advice and consultation
4. Tell the owner that the task requires more time and expertise

Question 98

During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization.

What should the project manager do first?

1. Update project documents to include adaptive tools and artifacts and plan the first iterative session
2. Contact the project sponsor and request new team members who are familiar with adaptive projects
3. Confirm team capabilities before introducing adaptive tools and artifacts to the project
4. Freeze the design stage and look for an external resource to run iterative design at extra cost

Question 99

A project manager is planning a project with multiple work packages. Each work package has its own defined scope, but funding will be at the project level.

How should the project manager determine if the allocated resource budget is sufficient to cover the resource costs of the project?

1. Estimate the costs at the work package level and add those costs to calculate the total cost of the project and compare it to the allocated budget.
2. Create a budget burndown and a scope burnup and then verify that the project scope is completed before the allocated budget is depleted.
3. Divide the allocated budget by the number of work packages and verify that each work package can be completed within the allocated budget.
4. Fund each work package in the order of its importance and shift any remaining scope from non-funded work packages to funded work packages.

Question 100

Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completing the coding.

How should the project manager handle this situation and get the team to complete the task?

1. Contact the human resources (HR) department to tell them there is an argument in a public space and that they need to intervene immediately.
2. Engage in the conversation in the public space by telling them the expectations of the feature and advise them to return to their workspace.
3. Listen to the argument from a nearby location to understand the situation, then offer insight into the features when the team is calm.
4. Bring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding.

Question 101

A key project stakeholder does not attend any of the project meetings and is providing false information that the project team is not delivering on time.

What should the project manager do to address this situation?

1. Email the latest status report to the key stakeholder.
2. Discuss communication needs with the key stakeholder.
3. Create a new communication artifact for the key stakeholder.
4. Share the meeting recordings with the key stakeholder.

Question 102

A project manager is starting a new project, and the project team is located in different countries. The team was going to use a specific tool to hold virtual meetings. However, that tool is not available in one team member's country.

How should the project manager deal with this situation?

1. Contact the project sponsor to have the team member removed from the project
2. Ask the team member to move to another location where the tool is available
3. Investigate alternative tools for virtual meetings that are available to all team members
4. Start the project and use email to communicate with the team member until the tool is available

Question 103

A project manager is leading an engineering project. The project manager must obtain some certifications before mass production, which is scheduled in 3 months. The certification process will require at least 6 months.

What should the project manager do next?

1. Discuss extending the mass production timeline by 3 months with the project sponsor.
2. Assess and evaluate the certification process and understand the best and worst case scenarios.
3. Engage a consultant to shorten the certification process to meet the schedule requirement.
4. Meet with senior management to discuss the possibility of an extension to the project timeline.

Question 104

While reviewing prototypes, the quality team found some deviations that do not affect the mam functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserves.

What should the project manager do?

1. Ask the product designer why the deviation was not considered in the design phase
2. Report to the project sponsor that the product is working and the project is struggling with the budget
3. Evaluate and initiate the change request process with the stakeholders
4. Ask the quality team to discard the sample and test again with a new sample

Question 105

A company changed the product owner on an existing project. The new product owner has less knowledge of the product than everybody else on the team. Due to the product owner's lack of knowledge, the team does not consider the opinions of the product owner seriously and mostly relies on the project manager's opinion.

What should the project manager do?

1. Work with the project management office (PMO) manager to generate an onboarding plan for the new product owner.
2. Schedule time to share insights with the new product owner about the product and project information.
3. Assume the role of the product owner while the product owner gets familiar with the product.
4. Organize a team-building activity and ask the team to respect the opinions of the new product owner.

Question 106

A team is preparing the closing phase and building a plan for the next phase. One of the project sponsors is complaining that the last phase had some quality deliverable issues. However, the quality acceptance document was signed.

What should the project manager do?

1. Postpone the next project phase until the impact of the quality issues is assessed.
2. Reopen the quality acceptance documentation to add the sponsor's complaints.
3. Schedule a quality review meeting and include the sponsor's complaints.
4. Review best practices and lessons learned and apply them to the project plan.

Question 107

A project manager is assigned to a multiyear project. During project execution, the customer delegates a new representative who contacts the project manager directly with a concern about their participation in status meetings. The representative wants to contact team members directly.

What should the project manager do next?

1. Send the new representative the approved project management and communications management plans.
2. Reach out to the customer directly for assistance in incorporating the new representative into the project management plan.
3. Meet with the new representative to determine their understanding of the project and address their concerns.
4. Meet with the project sponsor to discuss how to incorporate the new representative in the project.

Question 108

A project's customer is furious.

When the customer arrived at the project site, they discovered that one of their requirements was not met.

What should the project manager do?

1. Discuss and agree with the customer to implement the missing requirement
2. Refer to the requirements traceability matrix and analyze the requirement
3. Consult the scope management plan with the customer to understand the gap
4. Analyze the benefits management plan and implement the needed change

Question 109

A project manager is assigned to a building construction project. The project manager has taken an agile course and wants to use agile practices in the project.

What should the project manager do?

1. Choose the agile practices that can be implemented in this type of construction project and apply them
2. Hire a consultant to provide a second opinion about whether agile can be applied to a construction project
3. Review the stages of the project to allocate additional budget for agile resources
4. Assign a scrum master to the project to implement agile practices in the project

Question 110

A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule.

When the project manager returns, a detailed schedule is almost complete.

What should the project manager do?

1. Ensure that the schedule is aligned with the vision and objectives.
2. Escalate the compliance issue to the project management office (PMO).
3. Congratulate the team and move on to the execution phase.
4. Develop a new detailed schedule with the team and project sponsor.

Question 111

A medium-sized company has been exploring new marketing tactics with regard to launching a new product. New product creation is no small task. In the end, it was too big of an expenditure for the company to undertake.

What should the project manager do in the future when working on new product projects?

1. Make use of kanban boards so all stakeholders have a clear view of the project and provide their help accordingly
2. Train the team to first find the minimum viable product (MVP) that will deliver value to the customer
3. Increase the contingency reserve and prepare the team for applying fast-failing techniques when the estimates veer from the initial plan
4. Adopt a chain management approach, developing products based on the same platform and infrastructure

Question 112

A project manager on a hybrid project learns that several team members have been pasting client workshop notes, which include customer names and contract terms, into a public generative AI chatbot to produce summaries. The organization has an AI acceptable-use policy, but the project has not yet adopted any rules for AI tools. What should the project manager do FIRST?

1. Ban every AI tool on the project immediately and record the incident in the issue log for the sponsor to review.
2. Have the team stop pasting client data into the public chatbot, then review the organization's AI policy with the team and agree on approved tools, data handling, and output review.
3. Escalate to the sponsor and wait for an executive decision on whether the team may use AI tools.
4. Let the team keep using the chatbot but ask every member to check each summary carefully for accuracy before sharing it.

Question 113

A project manager recently finished a project and started managing a new project with a different supervisor. As part of the early project activities, the supervisor from the original project is assigned to the team as a nonsupervisory resource and immediately begins challenging all decisions made by the current supervisor.

What should the project manager do to resolve this conflict?

1. Ensure the new supervisor takes the lead when being challenged
2. Give the project team time to work through the issues with the new supervisor
3. Immediately remove the resource from the project team
4. Communicate with the resource on the roles and responsibilities of this project

Question 114

An agile team releases a payments app every two weeks. The app must meet security, accessibility, and financial regulatory requirements. The compliance manager is concerned that the team will only discover compliance gaps at the final audit before the public launch. What should the project manager do?

1. Plan one comprehensive compliance audit for the final release immediately before the public launch.
2. Require the compliance manager to sign off every user story before the team may start it.
3. Let the product owner add compliance stories to the backlog whenever an external auditor finds a gap.
4. Build compliance criteria into the definition of done and review compliance measures each iteration.

Question 115

During the execution of a project the project manager notices that only one team member has one of the technical skills needed to build the product. The project manager is afraid this might have a future impact on the quality and schedule, because most of the upcoming activities will require at least three people with this specific skill.

What two actions should the project manager take to prevent the team from being unqualified? (Choose two.)

1. Exclude the activities from the roadmap
2. Encourage working in pairs and knowledge sharing
3. Teach the entire team the new skill
4. Facilitate a training event with an external tracer
5. Increase the time estimates on the activities that require such abilities

Question 116

During project execution, a conflict occurs between the project manager and one of the team members at every project team meeting. The ongoing conflict is preventing tasks and deliverables from being completed. The project manager contemplates changing their leadership style.

What should the project manager do?

1. Review the set of responsibilities with the team member
2. Avoid the team member to prevent further conflicts
3. Escalate the situation to the project sponsor
4. Review the personnel skill documents

Question 117

A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager.

What should the project manager recommend that the CEO do first?

1. Create a framework to justify project execution.
2. Utilize an agile approach for all upcoming projects.
3. Create a framework to support project success.
4. Utilize a predictive approach for all upcoming projects.

Question 118

A project manager finds it challenging to comply with standardized processes for knowledge transfer. The project teams and stakeholders are scattered around field sites, the office, and remote locations. In addition, some team members have limited access to the electronically shared files.

How should the project manager manage this challenge?

1. Study the environment and the available resources to determine which approach to use.
2. Send the intended information through email since it is the primary communication tool.
3. Communicate a strong message to the team explaining the importance of knowledge transfer.
4. Request changes in the processes since it is not suitable for the company environment.

Question 119

A marketing team is developing ideas in order to revamp an existing product. The marketing executive reaches out to the project manager to make sure that necessary measures are in place for a successful launch.

On what should the project manager focus?

1. Ensuring that the team is also focused on the overall change management plan
2. Determining and aligning performance indicators that will help in assessing successful delivery
3. Planning for regular project updates to cover the status of critical deliverables
4. Ensuring that the scope management plan is in place to cover all related objectives

Question 120

Travel restrictions are suddenly imposed during a project's execution. The team members reside in different geographic locations.

What should the project manager do next to address this issue?

1. Obtain and implement the sponsor's recommendations for a solution.
2. Ask the team members to proceed independently while examining needs and alternatives.
3. Place a hold on activities until the team can resume the work on-site.
4. Halt all processes until procurement and implementation of solutions are completed.

Question 121

There is frequent conflict between two project team members working on a project. This has caused a negative impact on the project.

How should the project manager handle this situation?

1. Counsel both team members and caution them with a final warning.
2. Relocate the two project team members into different project teams.
3. Escalate the issue to the human resources (HR) manager before a larger problem develops.
4. Help cultivate self-awareness between the two team members through emotional intelligence (EI).

Question 122

An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance.

However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses.

Which project management approach should the project manager select for this project?

1. Hybrid
2. Incremental
3. Agile
4. Phased

Question 123

A company is changing their current business model. The change requires implementing a complex project using multiple agile teams.

What three options should the project manager have the testing team adopt as testing mechanisms? (Choose three.)

1. Story testing
2. Tests based on behavior and test-driven development
3. Independent personal testing
4. Security and performance testing
5. An experimental approach to cover all possible choices

Question 124

A project manager is working on an agile project in a changing business environment. The project sponsor is worried about benefits realization and asks the project manager to pay attention to changes that can affect the project.

Which action should the project manager take to identify changes that may affect the product?

1. Implement face-to-face communication between the team and product owner to change the iteration objectives as needed.
2. Stop the iteration as soon as possible in case an external change that makes the product invaluable is identified.
3. Take action to reprioritize the backlog after every iteration to evaluate if user stories are still valuable to the business.
4. Apply a pair programming technique to react to changes immediately, even in the middle of the interaction.

Question 125

An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.

What should the agile project manager do?

1. Ask the team member to develop more expertise and become a subject matter expert (SME).
2. Ask the team member to provide a training session for the rest of the team.
3. Ask the team member to produce a lessons learned document and share it with the team.
4. Ask the team member to record highlights the team may want to know.

Question 126

Important projects in the portfolio backlog need to be delivered. Budget estimates are needed to prioritize the projects.

How should the project budgets be estimated?

1. The project is decomposed into features and based on the feature value and the velocity of the team, the team provides the estimate
2. Budget estimates are provided based on the experience of the sponsor, product owner and team facilitator
3. The team facilitator uses historical data and arrives at an estimate based on the nature of the project.
4. The product owner obtains all project details and based on the team's experience and velocity provides a budget estimate

Question 127

A project team is using one of the visual management tools to identify dependencies. It was identified that domain knowledge from one team needs to be shared with another team to ensure the continuity of deliverables.

What should the project manager do?

1. Remove the dependency to eliminate the need for knowledge sharing.
2. Redistribute the team members so knowledge is available in both teams.
3. Merge both teams into one team so the knowledge is commonly available.
4. Request the respective teams to plan for knowledge-sharing sessions.

Question 128

In the daily check-in meeting, a team member informs the project team that the licenses for one of the components that will be used will expire in a couple of months. The licensing cost is significant.

What should the project manager do next?

1. Evaluate the impact of nonrenewal of the license.
2. Escalate the licensing issue to the product owner.
3. Add a spike to the backlog for an alternative design.
4. Raise a change request to secure the renewal.

Question 129

During daily team standup meetings, team members constantly ask about which tasks they should focus on first.

How should the project manager ensure the team is fully productive?

1. Review the project backlog during the team's standup meeting.
2. Encourage project team members to prioritize the product backlog.
3. Ensure team members are working according to the project plan.
4. Work with the product owner to ensure the project backlog is prioritized.

Question 130

A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information.

What should the project manager do?

1. Discuss the situation with the company project sponsor for advice
2. Request information directly from the sourcing department team members
3. Work out a resolution in consultation with the sourcing department head
4. Present the situation to the manager of the sourcing department head

Question 131

A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product.

What should the project manager have done to prevent this?

1. Trained client engineers to support the product after its delivery.
2. Reviewed the project quality control plan with the client.
3. Suggested a fixed-cost basis and included free bug fixes for 1 month.
4. Planned how the delivered product will be supported after its delivery.

Question 132

The project manager has observed that two team members have been arguing with each other openly at meetings. To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members.

What two actions should project manager take? (Choose two.)

1. Ask the team members to work it out themselves
2. Discuss this situation with other project managers and ask for advice
3. Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules
4. Address the behavioral issue with each team member
5. Discuss the behavior directly with their managers and request them to correct the behavior

Question 133

A project manager is working for an organization in country A and has been tasked with opening the first brick-and-mortar store in country B. The sponsor has identified the city for the store and wants to minimize any potential issues with the local government.

Which action should the project manager take to address the sponsor's request?

1. Work with the organization's legal department to identify local regulations to ensure project compliance
2. Work with the organization's project management office (PMO) to build a project team of residents located in the city
3. Work with the organization's real estate department and reach out to the local government to identify the best location for the store
4. Work with the local government to build the profiles of employees that will be working in the store

Question 134

A company has appointed a supplier to deliver software and has assigned an internal project manager. The supplier states that no technical development or testing is required from the customer. The project manager would like to confirm this with all of the stakeholders.

What should the internal project manager do first?

1. Host an alignment session with stakeholders to formalize the project requirements.
2. Develop a user acceptance testing plan to ensure the quality of the deliverables.
3. Communicate to the supplier that customer testing is required.
4. Distribute the project plan to all of the interested parties.

Question 135

An organization is transitioning to agile and a project has been chosen as a pilot. The assigned project manager only has experience using predictive approaches, but the project manager is now required to use agile approaches with the help of an agile coach. During the retrospective of the fifth sprint, the project team complains that many obstacles exist with the organization that are creating project delays and rework.

What should the project manager do in this situation?

1. Include impediment resolutions during daily standup meetings
2. Perform a root cause analysis during the standup meetings
3. Create a dedicated sprint to solve the obstacles with the team
4. Promote collaboration to help remove the obstacles for the team

Question 136

A project manager is beginning a new project with very diverse team members. The project manager chose to use consensus building so the team can agree on and be engaged in how the project will be executed.

How should the project manager proceed?

1. Create an environment where the agreement is reached by a majority vote
2. Create an environment where the agreement is reached through discussion
3. Establish recurring brainstorming sessions to discuss project issues
4. Allow team members to contribute ideas in a stream-of-consciousness mode

Question 137

A project manager who is managing a critical project in a multinational company is conducting a progress meeting with all team members. During the meeting, one of the team members states that they are facing a critical problem that will prevent them from completing their assigned task.

What should the project manager do?

1. Ask the team member to follow the approved communications management plan to communicate their issue
2. Schedule a meeting with the concerned team member to review and update the issue log together
3. Review the risk register with the team member to find the proper response action for this issue
4. Ask the team member to raise a change request to assess the issue in detail

Question 138

A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project.

What should the project manager do?

1. Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it.
2. Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue.
3. Delay the project until the issue is addressed and no longer presents as a risk to the project.
4. Inform the sponsor that the issue has arisen and that the project's success may be uncertain.

Question 139

Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests.

What should the project manager do next?

1. Refer to the requirements traceability matrix.
2. Escalate the change request to the project sponsor.
3. Revise the project scope baseline.
4. Review the approved project charter.

Question 140

A project manager is leading a multiyear project that involves internal and external stakeholders. As the project manager begins to gather requirements, additional business stakeholders express interest in being involved.

Which three actions should the project manager take to ensure proper stakeholder involvement? (Choose three.)

1. Prioritize stakeholders based on the project phase and need
2. Perform a stakeholder assessment to align with the project objectives
3. Classify and rank stakeholders based on their positions in the organization
4. Include all stakeholders in the stakeholder engagement plan and provide the same level of communication
5. Develop a stakeholder impact/influence matrix to determine the level of engagement

Question 141

A state-of-the-art product was delivered at the end of a project life cycle. However, the customer claims the product was not designed to specifications.

What should the project manager have done to avoid this issue?

1. The customer's requirements should have been captured and modified to meet the supplier's standards.
2. The iteration review planning meeting should have been planned accordingly.
3. The customer's requirements should have been captured in order to meet the customer's standards.
4. The sprint retrospective meeting should have included necessary stakeholders.

Question 142

A project manager is struggling to figure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.

Which team is performing better?

1. Team A as they have calculated fewer story points than team B
2. Team B as they have calculated more story points than team A
3. The team that completes the most stones selected from the sprint backlog
4. The team with the least amount of defects in their deliverables

Question 143

A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory. Consequently, some requirements are not clear.

What should the project manager do to build consensus regarding the requirements?

1. Escalate the issue to the management team for their review and guidance
2. Create a survey template to collect feedback from stakeholders to reach an agreement
3. Organize a face-to-face meeting with all stakeholders to understand their interests and concerns
4. Leverage expert judgment to determine the requirements that should be considered

Question 144

A project manager is leading a product feature rollout that will gain more subscribers for a video-streaming application. During the backlog grooming phase. the business stakeholders were unable to understand the feature integration with the product and raised concerns.

What can the project manager do to demonstrate the feature integration?

1. Include the business stakeholders in the iteration review.
2. Involve business stakeholders in the iteration retrospective.
3. Create a task for the iteration review and add it to the backlog.
4. Review the backlog in detail with the business stakeholders.

Question 145

A project manager is managing an internal project that was poorly defined. Recently, the project manager received several change requests raised by the organization's upper management.

What should the project manager do first?

1. Assess the time overrun, and start implementation to avoid additional delays
2. Motivate the team to avoid the frustration of working on a prolonged project
3. Request a provisional budget increase to avoid any budget overruns
4. Review the benefits of the proposed changes in relation to the business case

Question 146

Early in the execution phase, a project manager discovers that recent changes in enterprise environmental factors (EEFs) will severely reduce the implementation cost and shorten the project schedule.

How should the project manager address this situation?

1. Meet with the project team to decide how the remaining budget will be spent
2. Keep the extra budget as management reserve until project closeout
3. Give the team extra time to finish tasks within the original timeline
4. Follow the project escalation policy and communications management plan

Question 147

A company routinely outsources resources for specific core activities. Due to a sudden, unforeseen risk, all of the team members are needed to work remotely, including the outsourced ones.

How can the project manager address this challenge to assure outsourced vendors deliver?

1. Develop a new strategy for communication and management of resources.
2. Review the risk management plan for the mitigation activities.
3. Review the coordination and communication costs with the supplier.
4. Submit a change request to increase the contingency budget.

Question 148

A project manager just started managing agile projects. The project manager realizes that due to the lack of a clear definition of project objectives and definition of done (DoD), their colleague's projects have had many difficulties. Sponsors keep asking for more features and the projects have yet to be completed.

What should the project manager do to avoid these issues?

1. Arrange meetings to ensure every necessary task to complete the project is included in the project management plan
2. Convince the project sponsor to incorporate quality experts so the product can be tested and accepted as completed
3. Convince the product owner to approach the team and look for options to find a solution to the problem
4. Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project

Question 149

A project manager is working on a unique project that is dissimilar to the project nature of the organization. The project manager is tailoring the artifacts for this new project.

Who should determine which artifacts should be used in the project?

1. The project stakeholders should meet and determine the project artifacts to be used by the project manager and the project management team.
2. The project manager and project management team should use the standard project artifacts from the database.
3. The project sponsor should select the project artifacts that the project manager and project management team should use in the project.
4. The project manager and the project management team should select the appropriate artifacts for use in the specific project.

Question 150

A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory.

How should the project manager support their claim to the vendor?

1. Provide the failed test results along with the agreed-upon acceptance criteria.
2. Share unsuccessful results from previous projects with a similar scope.
3. Document in the risk log that the issues in the system were already identified.
4. Show that the acceptance criteria were changed by the vendor without approval.

Question 151

The marketing team is transitioning to using hybrid approaches for their projects. The marketing director is not knowledgeable about hybrid methodologies, and the project manager needs the director's support as the marketing director is a key stakeholder.

What should the project manager do to obtain the support?

1. Train the marketing team and keep the director informed.
2. Mentor the marketing director on hybrid approaches.
3. Ask the marketing team members to coach the director.
4. Ask the marketing director to participate in daily meetings.

Question 152

A company starts implementing Scrum. About halfway through the first sprint, communication issues develop. Some project team members are not in sync with other team members.

What is the cause for this communication gap?

1. The project sprint board has not been updated
2. Daily standup meetings were not held or enforced
3. The project status dashboard has not been updated
4. The communications management plan has not been developed

Question 153

As a member of an organizational change management team, a project manager must pass on any changes to the project team. The project manager needs to avoid any misunderstandings or resistance to help ensure that the project team will support any organizational change.

What should the project manager do?

1. Conduct meetings with resistant members to facilitate smooth project implementation
2. Meet with the team on a regular basis to ensure they are aware of changes
3. Influence the team to communicate any changes
4. Check with the team members on their willingness to change

Question 154

A company's project management office (PMO) has been trying to implement an adaptive approach in the project management framework and a project manager has been asked to use adaptive tools in their next project. This is not the first time the request has been made and the previous project failed when adaptive tools were implemented.

What should the project manager do?

1. Prepare a change request and seek approval from the steering committee regarding the new project framework
2. Conduct individual interviews with key stakeholders in order to understand all concerns, then prepare a communications management plan
3. Bring in a third party company to develop and implement a hybrid framework for this specific project
4. Recommend to the PMO that it is not the right time to start implementing adaptive tools in projects

Question 155

A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the details and estimates as requested by the client.

What should the project manager do before sending the information to the client?

1. Put the tasks with estimates in the backlog and clarify that the project will not need any reserves.
2. Sequence the tasks with estimates and add standard risk reserves to use for software development.
3. Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly.
4. Work with the team to understand their views and add the appropriate dependencies and risks.

Question 156

An organization is transitioning from a predictive to an agile approach.

What should the project manager do to ensure that the agile approaches will bring about significant change?

1. Obtain full management support
2. Identify the organization's key clients
3. Learn as much as possible about the organization
4. Conduct agile training for the team members

Question 157

A project manager is working on a software development project for an oil and gas client using an agile approach. The project manager is having difficulty preparing the schedule because the project has various unknowns.

Which scheduling method should the project manager use to develop the schedule?

1. Analogous scheduling
2. Three-point scheduling
3. Iterative scheduling
4. Parametric scheduling

Question 158

A project team is conducting sprint planning. At the end of the sprint, the product increment must be deployed on a customer's site. The product owner received an email from the account manager that the customer may not be ready to install the new version of the product.

What should the project manager do?

1. Ask the sales team to inform the customer.
2. Contact the customer's project manager.
3. Ask the product owner to inform the customer.
4. Contact the customer's technical lead.

Question 159

Midway through the execution of an agile protect there is a shift in the strategic objectives at the organization level to promote digital transformation.

What should the project manager do next?

1. Schedule a meeting with the team to assess the impact of the change
2. Escalate to the product owner and cancel the upcoming iterations
3. Prepare a user story to handle the change and assign it to the next iteration
4. Update the risk-prioritized backlog with the strategic change

Question 160

A company has started developing a new product. During execution the project team notices that another competitor has launched a product with very similar functionalities and a cheaper market price.

What should have been done differently to avoid this scenario?

1. A minimum viable product (MVP) should have been released to get feedback from the market.
2. More backlog refinement meetings should have been scheduled.
3. The Kanban method should have been utilized to optimize the work in progress (WIP).
4. An iterative life cycle approach should have been adopted.

Question 161

Midway through a two-year hybrid project to deliver a ticketing platform, the project manager learns that the external client has been unhappy with recent deliveries for over a month. Complaints reach the project manager only through the company's account manager. After resolving the current complaints, the project manager wants to stop this from happening again. What should the project manager do?

1. Set up regular direct satisfaction checks with the client at each delivery and act on what they reveal.
2. Ask the account manager to forward the client's complaints more quickly from now on.
3. Wait for the client satisfaction survey planned at final acceptance to measure the problem properly.
4. Escalate the client's complaints to the sponsor and ask the sponsor to manage the client relationship.

Question 162

In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0,75 and the cost performance index (CPI) is 1,25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control.

How should the project manager report the project status to key stakeholders?

1. Prepare a detailed presentation for stakeholders on earned value including how it is calculated and the project's current earned value results
2. Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget
3. Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control
4. Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away

Question 163

Halfway through a project, the project sponsor is replaced by another peer who was not previously engaged in the project. The new project sponsor has rejected most of the project artifacts, and the team did not get the latest increment approved on the current iteration. Stakeholders are not feeling confident about the project outcome.

What should the project manager have done to prevent this situation?

1. Performed a stakeholder analysis when the sponsor joined the project
2. Held a governance meeting to review the project increment
3. Escalated the issue to ensure the increment would be approved
4. Conducted a product iteration review with the new project sponsor

Question 164

A controller proposed a budget reduction for projects because the majority of implemented solutions resulted in little returns on investment (ROI) or operational improvements. The project manager objected and presented project assets showing all solutions having been demonstrated, accepted, and delivered within the relevant framework constraints. The project manager suggested that the issues may stem from the project evaluation and selection processes.

What was the project manager demonstrating?

1. Multiple stages of development that members may go through toward working formations
2. Cause-and-effect identification in root cause analysis toward achieving project value
3. Strategic negotiation techniques in determining budget priorities in future sessions
4. Risk management in addressing impediments, obstacles, and blockers to project success

Question 165

During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint.

Considering a hybrid approach, what should the project manager do?

1. Ask an external technical leader to provide input and plan the sprint.
2. Remove the items from the product backlog since the size couldn't be estimated.
3. Facilitate the discussion so that the team members can reach a consensus.
4. Make the decision about the backlog items based on what makes more sense.

Question 166

A project manager is leading a project which shows a trend to exceed the cost baseline.

What should the project manager do first to manage the budget?

1. Ask the project sponsor for assistance in getting the budget back on track
2. Meet with the project team to analyze the actual cost to determine deviations
3. Inform the stakeholders that the project will be finished over budget
4. Issue a change request including the analysis to increase the budget

Question 167

A software project using an agile approach is facing quality issues with every release, generating many production problems.

What should the project manager do to fix the problem and improve the quality?

1. Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems
2. Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing
3. Create a reward system granting incentives to the team members who are able to catch more defects
4. Seek extra funding approval with the sponsor to replace junior team members for more experienced ones

Question 168

A project manager has received an updated earned value analysis report. The following are the key findings from the report:

* Budget at completion = US$1 million * Earned value = US$0,7 million * Actual cost = US$0,75 million * Cost performance index = 0,933 Based on this information, what should the project manager conclude about project performance?

1. The project will be completed exactly as planned
2. The project will be easier to complete than planned
3. The project will be difficult to complete as planned
4. The project will not be completed as planned

Question 169

The customer's project manager changes during the final stage of a project.

How can the project manager avoid a project closure delay?

1. Update the stakeholder engagement plan
2. Review the latest project status report and update the stakeholders
3. Escalate the case to the customer's management team
4. Issue the project payment invoice to the customer in advance