Medium — PMP Practice Quiz

Question 1

During a sprint, your development team reports they cannot progress on three high-priority stories because a required API from an external partner organization has not been delivered. The partner is outside your organization's reporting structure and has repeatedly missed informal commitments. The team is becoming frustrated and idle. What is the BEST action for the project manager to take?

Accepted Answer

Escalate to the appropriate sponsor or governance body to formally engage the partner and secure a committed delivery date for the dependency

Answer

Instruct the team to build a temporary mock of the API so they can continue, and remove the blocked stories from the sprint without further discussion

Answer

Wait until the next partner status meeting to raise the issue, since the dependency is outside your direct control

Answer

Reassign the idle developers to a different project until the partner delivers the API

Question 2

A project team is building a large customer-facing platform under a predictive plan that schedules a single go-live in 14 months. Midway through planning, the sponsor expresses concern that competitors are moving quickly and that the business will see no return until the entire platform launches. The sponsor asks the project manager how the team could begin realizing benefits sooner without abandoning the overall delivery commitment. What should the project manager do first?

Accepted Answer

Assess which subsets of scope could be released in stages so that usable functionality delivers business value before final go-live

Answer

Compress the schedule using fast-tracking so the entire platform launches earlier than 14 months

Answer

Convert the entire project to an agile approach and discard the predictive baseline

Answer

Explain that value can only be realized once all deliverables are accepted at final go-live

Question 3

A project manager is delivering a new customer self-service portal. The business case projected a 20% reduction in call-center volume, but this benefit will only materialize over the 12 months following go-live, well after the project formally closes. The sponsor asks the project manager how the organization will ensure this projected value is actually achieved once the project team disbands. What should the project manager do?

Accepted Answer

Develop a benefits realization plan that defines the metrics, measurement timeline, and assigns ongoing ownership to a business owner for tracking after transition.

Answer

Document the expected benefit in the lessons-learned register and close the project, since benefits realized after closure are outside the project's control.

Answer

Extend the project schedule by 12 months so the project team can measure and report the call-center volume reduction before closing.

Answer

Add the call-center reduction target to the project scope statement and treat it as an acceptance criterion for final deliverable sign-off.

Question 4

A distributed agile team has been working together for three months. During a recent sprint, several team members expressed frustration that decisions made in meetings are frequently revisited later, and that some members feel their input is dismissed. The project manager notices that the team's original working agreements were created quickly during kickoff and never revisited. What is the BEST action for the project manager to take to build shared understanding?

Accepted Answer

Facilitate a session where the team collaboratively reviews and updates their working agreements based on current experiences

Answer

Enforce the existing working agreements more strictly and remind the team they already agreed to them

Answer

Escalate the collaboration concerns to the functional managers of the frustrated team members

Answer

Create a new set of decision-making rules and distribute them to the team for compliance

Question 5

During the first iteration review of a hybrid product development project, the project manager notices that the marketing sponsor, the engineering lead, and the customer representative each describe the product's core purpose differently. This misalignment has already caused rework on two features. What should the project manager do FIRST to build a shared understanding?

Accepted Answer

Facilitate a collaborative workshop where stakeholders jointly create and agree on a product vision statement.

Answer

Escalate the disagreement to the steering committee and request that they mandate a single product definition.

Answer

Document each stakeholder's interpretation in the risk register and continue with the current backlog.

Answer

Ask the customer representative to decide the definition since they represent the end user.

Question 6

On a hybrid software project, one developer is the only person who understands a critical payment integration module. The team lead notices that whenever this developer is on leave, related work stalls entirely. Team velocity is otherwise healthy. What is the BEST action for the project manager to take to strengthen the team?

Accepted Answer

Establish a cross-training and knowledge-sharing plan, such as pairing and documentation, so other members can support the module

Answer

Ask the developer to avoid taking leave until the payment module is fully stabilized

Answer

Escalate the key-person dependency to the sponsor as a risk requiring additional budget

Answer

Reassign the payment module to a more experienced senior developer to reduce reliance

Question 7

A project manager has assembled a new cross-functional team drawn from five different departments. After two weeks, members are openly questioning each other's roles, competing for influence in meetings, and progress on early deliverables has stalled. The PM recognizes the team is in the storming stage of development. What is the BEST action for the PM to take to move the team toward higher performance?

Accepted Answer

Facilitate discussions to clarify roles and responsibilities and coach members through their differences while reinforcing shared goals.

Answer

Escalate the team dynamics to the sponsor and request that the most disruptive members be replaced with more collaborative resources.

Answer

Wait for the team to naturally progress to the norming stage without intervention, since storming is a normal phase.

Answer

Assign detailed individual tasks to each member so they work independently and avoid conflict during meetings.

Question 8

A predictive project has just received formal acceptance of the final deliverable from the customer. The project used two external vendors under fixed-price contracts, and there are still open invoices and one unresolved claim with one vendor. The sponsor asks the project manager to close the project quickly so the team can be released. What should the project manager do FIRST?

Accepted Answer

Complete procurement (contract) closure, including settling open invoices and resolving the outstanding claim, before finalizing administrative closure.

Answer

Release the team immediately since the deliverable has been accepted, and let procurement handle the vendors separately.

Answer

Archive project artifacts and document lessons learned, then declare the project closed.

Answer

Obtain sponsor sign-off on the final report and close the project, deferring the vendor claim to operations.

Question 9

You are the project manager on an agile software project. Over the past few sprints, you notice team members repeatedly come to you to make routine technical and prioritization decisions rather than resolving them among themselves. Velocity is stable, but you are becoming a bottleneck and are concerned the team is overly dependent on you. Which approach best reflects a servant leadership and coaching mindset to address this situation?

Accepted Answer

Ask the team open-ended questions to guide them toward their own solutions and encourage self-organization.

Answer

Continue making the decisions to keep the team moving quickly, since velocity remains stable.

Answer

Assign a lead developer to make all routine decisions in your absence so questions no longer come to you.

Answer

Create a detailed decision-approval matrix that routes each type of decision to a specific role for sign-off.

Question 10

A project manager leads a globally distributed team with members from several countries. During virtual meetings, team members from one region rarely speak up or challenge ideas, while members from another region dominate the discussion and interrupt frequently. Deliverables are on track, but the PM senses that valuable input is being lost and some members feel unheard. What should the PM do to improve collaboration?

Accepted Answer

Acknowledge that different cultural communication styles are at play and introduce facilitation techniques—such as round-robin input and anonymous idea-sharing—to ensure all voices are heard

Answer

Instruct the quieter members that they must contribute a minimum number of comments per meeting to demonstrate engagement

Answer

Reduce the number of live meetings and rely primarily on written status reports so the dominant members cannot monopolize discussions

Answer

Since deliverables are on track, take no action to avoid disrupting a team that is meeting its commitments

Question 11

During a hybrid project, the project manager notices that a senior operations director—whose department will be heavily impacted by the deliverable—consistently attends review meetings but rarely speaks up, offers no feedback, and delegates all decisions to a junior analyst. Other stakeholders are actively engaged. The project manager suspects this director's silent disengagement could create adoption risks later. What should the project manager do FIRST?

Accepted Answer

Meet with the director one-on-one to understand their concerns, priorities, and preferred way of engaging with the project

Answer

Escalate the director's lack of participation to the project sponsor and request that the sponsor compel attendance and input

Answer

Continue working with the junior analyst since decisions are still being made and the deliverable is progressing on schedule

Answer

Update the stakeholder engagement assessment matrix to reclassify the director as a low-influence stakeholder

Question 12

During execution of a globally distributed hybrid project, the project manager discovers a critical technical defect that requires an immediate decision from the sponsor and two lead architects who are in different time zones. The next scheduled steering committee meeting is in five days, but the defect is blocking a release planned for tomorrow. What is the BEST communication approach for the project manager to take?

Accepted Answer

Convene an urgent synchronous meeting (video or phone) with the sponsor and the two architects, following up with a brief written summary of the decision

Answer

Document the defect in the project status report and wait for the scheduled steering committee meeting to raise it

Answer

Send a detailed email to all stakeholders describing the defect and ask each recipient to reply with their input at their convenience

Answer

Post the issue in the team's asynchronous collaboration channel and allow the team to determine the resolution during the next stand-up

Question 13

A project manager on a large infrastructure program sends a detailed weekly status report of 15 pages to all 40 stakeholders. Several executive sponsors complain that they do not have time to read the reports and are missing the key decisions that require their input, while some technical team leads say the report lacks the depth they need. What should the project manager do to improve communication effectiveness?

Accepted Answer

Analyze stakeholder communication requirements and tailor the method, level of detail, and frequency to each stakeholder group

Answer

Continue sending the same report but add an email reminder highlighting that decisions are inside

Answer

Reduce the report to a single page for everyone to save time

Answer

Schedule a mandatory weekly meeting for all 40 stakeholders to review the full report together

Question 14

A project manager is leading the installation of new automated equipment on a factory floor. During planning, the PM must organize the many compliance obligations that apply. Some obligations stem from national labor law and environmental permits, others from the client's internal ISO certification requirements, and still others from voluntary industry best-practice guidelines the company chose to adopt. What is the FIRST thing the PM should do to manage these obligations effectively?

Accepted Answer

Classify the compliance requirements into categories such as legal/regulatory, organizational, and voluntary so appropriate handling and monitoring can be assigned to each

Answer

Treat all obligations as equally mandatory and build a single compliance checklist to be verified before go-live

Answer

Escalate the full list of obligations to the sponsor for a decision on which ones to include in scope

Answer

Add a compliance contingency reserve to the budget to cover any potential penalties for non-compliance

Question 15

A project to launch a customer loyalty mobile app is midway through execution. During this time, a new national data-privacy regulation is enacted that imposes strict requirements on how personal customer data is collected, stored, and consented to. The regulation takes effect in six months, before the app's planned launch. What should the project manager do FIRST?

Accepted Answer

Assess how the new regulation affects the project scope, requirements, and risks, then bring the impact to the appropriate governance body

Answer

Continue with the current plan and address the regulation after launch to avoid delaying the release date

Answer

Immediately halt all development work until the legal department fully interprets the new regulation

Answer

Add the regulatory requirements directly to the backlog and reprioritize them as the highest-priority items without further analysis

Question 16

During execution of a medical device project, the project manager learns that a subcomponent supplied by an approved vendor no longer meets the regulatory documentation requirements because the vendor changed its manufacturing process. The component has already been integrated into three prototype units scheduled for regulatory submission next month. What should the project manager do FIRST?

Accepted Answer

Assess the impact of the non-compliance on the project's compliance obligations and affected deliverables before deciding on a response

Answer

Immediately replace the vendor with one whose process already satisfies the documentation requirements

Answer

Proceed with the regulatory submission on schedule and disclose the process change if the regulator raises a question

Answer

Escalate to the sponsor and request additional budget to redesign the affected prototype units

Question 17

A project manager is delivering a medical device software product that must comply with regulatory standards before market release. Midway through execution, the sponsor asks the project manager to confirm that the compliance requirements are actually being met, not just documented. What is the BEST method for the project manager to provide this assurance?

Accepted Answer

Conduct a compliance audit against the applicable regulatory requirements and document the findings

Answer

Review the project charter to confirm that compliance was listed as a project constraint

Answer

Ask each team member to self-attest that their work follows the required standards

Answer

Add a compliance risk to the risk register and assign a contingency reserve

Question 18

A project delivered a new customer self-service portal three months ago. The business case promised a 20% reduction in call-center volume within six months. The sponsor now asks the project manager whether the project is actually generating the expected value. The project manager realizes no mechanism was set up to measure the reduction after deployment. What should the project manager do FIRST?

Accepted Answer

Review the benefits management plan to identify the defined metrics and measurement method, then establish tracking against the baseline.

Answer

Declare the project a success because all deliverables were accepted and the portal is live in production.

Answer

Add a new feature to the portal to further reduce call-center volume and improve the chances of meeting the target.

Answer

Inform the sponsor that benefits realization is the responsibility of operations and outside the project's scope.

Question 19

During a project, two senior developers repeatedly clash over which architecture approach to adopt. Their disagreement has escalated into personal comments during team meetings, and other team members are becoming disengaged. As the project manager, what is the BEST first action to resolve this conflict?

Accepted Answer

Meet privately with both developers to understand each perspective and facilitate a collaborative resolution focused on project goals

Answer

Escalate the issue to the functional managers of both developers and let them decide the technical direction

Answer

Choose the architecture yourself to end the debate quickly and restore team focus

Answer

Reassign one of the developers to a different task to physically separate the sources of conflict

Question 20

A project team has been experiencing a high rate of rejected deliverables during the quality control inspection stage, which occurs at the very end of each production cycle. The project manager notices that reworking these defects is consuming a large portion of the budget and delaying the schedule. The sponsor asks the project manager to reduce these quality-related costs. What is the BEST approach for the project manager to take?

Accepted Answer

Shift the quality focus toward prevention by building quality into the process earlier rather than relying on end-stage inspection

Answer

Increase the number of final inspectors so that defects are caught faster before delivery

Answer

Loosen the acceptance criteria so that fewer deliverables are rejected during inspection

Answer

Add a contingency reserve to the budget to absorb the ongoing rework costs

Question 21

A project manager is forming a new cross-functional team drawn from three different departments. During the first two weeks, members repeatedly disagree about how decisions should be made, how quickly emails must be answered, and whether attending daily stand-ups is mandatory. These recurring disagreements are slowing progress. What should the project manager do to address the root cause?

Accepted Answer

Facilitate a session where the team collaboratively establishes agreed-upon ground rules

Answer

Escalate the behavioral issues to each member's functional manager for resolution

Answer

Issue a project communications policy dictating response times and meeting attendance

Answer

Wait for the team to naturally resolve the disagreements as they mature over time

Question 22

Midway through a high-visibility project, the project manager notices that team members who were previously enthusiastic have become quiet in meetings, are submitting work later than usual, and avoid volunteering for tasks. One team member privately mentions that people feel overwhelmed but are afraid to speak up. What should the project manager do FIRST to address the declining team performance?

Accepted Answer

Use self-awareness and empathy to recognize the emotional state of the team and hold one-on-one conversations to understand their concerns

Answer

Increase oversight by requiring daily status reports from each team member to identify who is falling behind

Answer

Escalate the performance concerns to the resource managers so they can motivate their staff

Answer

Reassign the struggling tasks to higher-performing team members to keep the schedule on track

Question 23

A project manager is leading a hybrid initiative where three business analysts were recently added to help with requirements elaboration. During the first two iterations, the analysts produced user stories that lacked measurable acceptance criteria, causing developers to raise repeated questions and rework. The analysts are experienced in their domain but have never worked in an iterative delivery environment. What should the project manager do FIRST?

Accepted Answer

Assess the analysts' specific skill gaps and arrange targeted training or coaching on writing iterative acceptance criteria

Answer

Reassign the requirements work to developers who already understand acceptance criteria formatting

Answer

Add a ground rule requiring all user stories to be reviewed by the product owner before development begins

Answer

Escalate the analysts' performance concerns to their functional manager for corrective action

Question 24

On a hybrid product-development project, the sponsor has publicly asked the project manager to empower key business stakeholders to make day-to-day acceptance decisions on delivered features. However, whenever a feature is ready for acceptance, the stakeholders defer every decision back to the project manager, causing delays and a growing backlog of un-accepted increments. What should the project manager do to genuinely empower these stakeholders?

Accepted Answer

Clarify the decision boundaries and acceptance criteria with the stakeholders, then coach them to make decisions while making themselves available for support

Answer

Continue making the acceptance decisions personally to keep the backlog moving, since the stakeholders are clearly not ready to decide

Answer

Escalate to the sponsor that the stakeholders are unwilling to accept the authority they were given and request replacements

Answer

Document the delays in the risk register and let the accumulating backlog demonstrate the impact to the stakeholders

Question 25

A project manager notices that the development team routinely escalates even minor day-to-day decisions—such as which library to use for a small feature—to her for approval. The team is technically skilled and has been working together for several months. The PM wants to increase the team's ownership and speed up delivery. What is the BEST approach?

Accepted Answer

Work with the team to define which categories of decisions they can make autonomously and clarify the boundaries of their authority

Answer

Continue approving decisions to ensure consistency, but respond faster to reduce delays

Answer

Assign a senior developer as the sole decision-maker so the team stops escalating to the PM

Answer

Instruct the team to stop escalating any decisions and figure things out on their own