PMI PMP Project Management Professional (2024) Exam Practice Test

Answer : A

According to the PMBOK Guide, an issue log is a project document that records problems in a project and how they are resolved. A resource management plan is a component of the project management plan that describes how resources will be estimated, acquired, developed, managed, and controlled. When a team member leaves the company, the project manager should update the issue log with the details of the problem and the impact on the project. Then, the project manager should refer to the resource management plan to find out how to deal with the resource gap, such as reassigning tasks, hiring a new team member, or requesting additional resources from the sponsor or other stakeholders.

PMBOK Guide, 6th edition, pages 89-90, 318-319, 374-375

Agile Practice Guide, pages 32-33, 77-78

Answer : B

An agile team should create the epics at a high level for the requirements and begin grooming sessions as the next step after being assigned to a project that mandates the implementation of changes to key government products. This is because epics are large bodies of work that can be broken down into smaller and more manageable user stories. By creating the epics at a high level, the team can capture the overall scope and vision of the project and align it with the customer's needs and expectations. The team can also start grooming sessions, which are meetings where the team reviews, refines, and prioritizes the backlog of user stories. Grooming sessions help the team to clarify the requirements, estimate the effort, identify the dependencies, and plan the sprints. By creating the epics and grooming the backlog, the team can ensure that they deliver value to the customer in an iterative and incremental manner.

The other options are not the best next steps for the agile team. Creating all of the stories just for the next sprint and skipping the epics until the next sprint would be too short-sighted and risky, as the team would not have a clear understanding of the big picture and the long-term goals of the project. Creating the project charter and statement of work (SOW) to estimate the changes and the scope of the change would be too rigid and formal, as the team would not be able to adapt to the changing requirements and feedback from the customer. Creating all of the stories needed to fulfill this change, documenting them in the backlog, and prioritizing them according to business value would be too time-consuming and overwhelming, as the team would have to deal with a large number of stories without a proper structure and hierarchy.Reference:Project Management Professional (PMP) Certification | PMI,Epics, Stories, Themes, and Initiatives | Atlassian,Epics | Atlassian,Themes, Epics, Stories, and Tasks | Wrike Agile Guide,Understanding Epics in Agile for Managing and Chunking Work Items

Answer : C

According to the PMBOK Guide 7th Edition, the project manager should lead and support the project team and collaborate with them to deliver the project outcomes. In this case, the project manager should meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's, such as by incorporating customer feedback, enhancing the features, or applying the newest technology. The project manager should not perform a Kano analysis, as this is a technique to prioritize the customer requirements, not the competitor's. The project manager should not meet with the development team only, as this may exclude other team members who may have valuable inputs.The project manager should not note this concern in the risk register and meet with the sales team only, as this may not address the root cause of the problem and may not involve the project team12.Reference: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.3: Lead the Team, Page 65; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.

Answer : B

Micromanagement is a form of leadership that requires excessive control and involvement in the work of team members. It can have negative effects on the team's performance, motivation, creativity, and trust. Micromanagement can also cause conflicts, stress, and resentment among team members. Therefore, a project manager should avoid micromanaging the team and instead adopt a more flexible and adaptive management style that suits the needs and pReference of different team members. According to the PMBOK Guide, a project manager should use a combination of leadership styles depending on the situation and the maturity level of the team. Some of the leadership styles that a project manager can use are:

Directive: The project manager provides clear instructions and expectations to the team and closely monitors their work. This style is suitable for inexperienced or low-performing team members who need guidance and direction.

Supportive: The project manager shows empathy and concern for the team and provides them with support and encouragement. This style is suitable for team members who need recognition and feedback to boost their morale and confidence.

Participative: The project manager involves the team in decision making and problem solving and encourages collaboration and communication. This style is suitable for team members who have high competence and commitment and who value autonomy and empowerment.

Achievement-oriented: The project manager sets challenging goals and standards for the team and expects them to excel and deliver high-quality results. This style is suitable for team members who are motivated by achievement and growth and who seek opportunities to learn and improve.

A project manager should adjust their management style to better fit senior team members who have more experience, expertise, and responsibility in the project. Senior team members may prefer a participative or achievement-oriented style that allows them to have more input and influence in the project and to demonstrate their skills and knowledge. A project manager should also respect the seniority and authority of senior team members and avoid interfering with their work or undermining their credibility. A project manager should also communicate effectively with senior team members and provide them with clear and consistent information, expectations, and feedback. A project manager should also recognize and appreciate the contributions and achievements of senior team members and reward them accordingly.Reference:Project Management Professional (PMP) Certification | PMI,Meeting Management Techniques for the PMP Exam,4 Common Project Management Styles (And How To Choose One),A Guide to Project Management Leadership Styles (With Tips)

Answer : C

A project manager should mentor the team member who is asking for directions and actions on many tasks, as this indicates a lack of confidence, competence, or clarity in the team member's role and responsibilities. Mentoring is the process of providing personal support and guidance to a less experienced team member by a seasoned project manager. A mentor can help the team member develop their skills, knowledge, and abilities, as well as provide feedback, advice, and encouragement. A mentor can also help the team member understand the project objectives, scope, deliverables, processes, and standards, and how to align their work with them. By mentoring the team member on a regular basis, the project manager can help the team member improve their performance, productivity, and quality of work, as well as increase their motivation, engagement, and satisfaction.Reference:Project Management Professional (PMP) Certification | PMI,Mentoring - Key Competency for Program and Project Professionals,What Good is a Project Manager Mentor? | PMI

Answer : A, C, E

The project manager should take actions to address the issue of team member isolation, as it can affect the team's performance, morale, and communication. The project manager should not ignore the issue or leave it to the team members to resolve it by themselves, as this may worsen the situation or create conflicts. The project manager should also not identify the isolated team member as a risk and document it in the risk register, as this may be seen as blaming or stigmatizing the individual. Instead, the project manager should do the following:

Arrange and conduct team-building sessions to improve team effectiveness. Team-building activities can help to foster trust, collaboration, and cohesion among team members. They can also help to resolve interpersonal issues, clarify roles and expectations, and enhance team identity and culture. Team-building sessions can be formal or informal, and can include exercises, games, workshops, or social events. The project manager should plan and facilitate the team-building sessions according to the team's needs, pReference, and goals.

Get feedback from other team members to understand what led to this situation. The project manager should communicate with the other team members to understand their perspectives and opinions on why the specific team member is being isolated. The project manager should use active listening, open-ended questions, and empathy to elicit honest and constructive feedback. The project manager should also avoid making assumptions, judgments, or accusations, and instead focus on facts and feelings. The project manager should use the feedback to identify the root causes of the problem and possible solutions.

Obtain feedback from the isolated team member to understand the situation. The project manager should also communicate with the isolated team member to understand their situation and needs. The project manager should show respect, support, and concern for the individual, and create a safe and confidential space for them to share their thoughts and feelings. The project manager should also ask the isolated team member what they need or want from the team and the project, and how they can be more involved and engaged. The project manager should use the feedback to address the individual's concerns and expectations, and to help them reconnect with the team.Reference:Project Management Professional (PMP) Certification | PMI,Team Building in Project Management | PMI,Team Building | Project Management Professional (PMP) - GreyCampus,How to Provide Effective Feedback to Project Team Members | PMI,The most important feedback in a project and how to receive them - Twproject: project management software,resource management, time tracking, planning, Gantt, kanban

Answer : A

The project manager should assess the schedule impact of the deficiencies identified during the factory acceptance test and evaluate the most feasible solution to keep the project on track. This may involve negotiating with the vendor, performing a schedule compression technique, or implementing a contingency plan. The project manager should also communicate the issue and the solution to the relevant stakeholders and update the project documents accordingly. The other options are not advisable, as they may compromise the quality of the product, increase the project risk, or create conflicts with the vendor.Reference: PMBOK Guide, 7th edition, page 112-113, 118-119, 122-123.