Free PMP Practice Exams, Waterfall Exam 3 - Free PMP Practice Mock Exams and Training

Test your knowledge on PMP principles, take a Waterfall (Predictive) exam!

Free PMP Practice Exams, Waterfall Exam 3:

1. A stakeholder requests more frequent and detailed project status reports than a previous agreement. The stakeholder also expresses interest in getting more involved with the project. How should the project manager address this situation?

Provide the stakeholder with an update on the project’s status and send detailed status reports as soon as possible.

Revise the stakeholder engagement assessment matrix to show the stakeholder’s engagement level as supportive.

Develop a stakeholder cube that defines the relationship between the stakeholder and the project.

Update the stakeholder communication plan and ensure that the team is aligned on the new reporting requirements.

2. A team for a project is composed of individuals from different backgrounds, ages, and interests. The team is struggling to work together. How would meeting with the team to develop mutual values and a shared vision enable the project manager to facilitate better teamwork?

Understanding each team member’s viewpoint would pinpoint areas where education and training was necessary.

An official team meeting to discuss the importance of teamwork would motivate the team and improve project performance.

By developing its own understanding of the goals and objectives of the project, the team would gain confidence.

A better understanding of team members’ priorities would create a common language that would foster cooperation.

3. While reviewing the quality of deliverables with the team, the project manager determines that several quality issues could have been avoided by using a checklist. The project manager implements a checklist to ensure future deliverables would align with the project management plan. What did the project manager do in this situation?

Conducted a lessons learned meeting.

Used corrective action.

Facilitated a retrospective.

Defined new quality metrics.

4. A complex manufacturing project has multiple stakeholders in multiple locations. The project is entering a high-activity phase and the project manager needs to ensure that all stakeholders are kept informed with timely updates. What should the project manager do first?

Schedule training sessions on effective communications with all stakeholders.

Revise the communications management plan to have a more frequent update schedule.

Schedule regular status reports to be sent to all stakeholders.

Determine the most appropriate technology to use to communicate with all stakeholders.

5. A functional manager wants to use resources already allocated to a project. What should the project manager of that project do?

Accept the project delay due to reassignment of resources.

Escalate the issue to the project sponsor.

Ask the functional manager to delay their project.

Negotiate the resource requirement with the functional manager.

6. A project manager has been assigned to a newly approved multi-national project. The successful implementation of the project relies on deliverables from a variety of departments. What is the most important thing the project manager can do to ensure the successful implementation of the project?

Facilitate sessions with key stakeholders to gather relevant information and define detailed product requirements.

Work with the project team members to create ground rules for communications and develop a project plan.

Meet with the functional managers of the relevant departments to ensure alignment with project objectives.

Develop a resource management plan to define the resources required from each department.

7. A complex project is in the planning phase. The sponsor assigns a newly certified project manager to the project. Upon review of the project charter, the project manager uncovers several factors that could impact the project in unpredictable ways. What should the project manager do?

Update the project plan with details about schedule and budget forecasts.

Inform the project sponsor about the possible impacts these factors may have on the project.

Develop a risk management plan with details about the various factors.

Extend the issue log to include a what-if scenario analysis.

8. During a project status meeting, the project manager discovers that stakeholders have different expectations that are not aligned. None of these expectations have been met, which has created tension in the meeting. What should the project manager do to keep things moving on the project?

Update the risk register to reflect the difference in expectations as a high risk.

Meet with stakeholders privately and update the responsibility matrix.

Show stakeholders that the current status is aligned with the work breakdown structure (WBS).

Ask stakeholders to send their expectations by email to ensure that they are included in the project plan.

9. A project is entering the user acceptance testing phase. After several business end users raised questions and concerns, the project manager discovered that critical business requirements were omitted from the business requirements analysis. What should the project manager do to resolve this issue?

Schedule a meeting with the project sponsor to report end users’ concerns.

Modify the requirements management plan and communicate to the stakeholders that the project schedule might be impacted.

Interview the team that conducted the analysis to learn why these business requirements were omitted.

Meet with the change control board (CCB) to review change requests.

10. While developing the initial schedule baseline, the project manager learns that a functional manager reassigned two resources needed for a critical task to another strategic project. What should the project manager do?

Meet with the functional manager to negotiate allocation of replacement resources.

Perform a quantitative risk analysis to determine the impact of the change on the project.

Request a review of the reassignment by the change control board (CCB).

Escalate the issue to the project sponsor.

11. A project manager learns that a stakeholder thinks that only certain stakeholders are getting all the project updates and feels left out of the information loop. What should the project manager do?

Revise the project communications strategy to ensure more frequent distribution of status reports.

Review the communications management plan to ensure that all stakeholders are included.

Meet with all stakeholders together and ask them to compare information.

Prepare a status update report and send it to all stakeholders.

12. A project manager has been assigned to a new project that revisits a previously completed project. Why should the project manager refer to the previous project lessons learned knowledge base and historic information first?

To determine a baseline for the project budget

To define the project requirements and finalize the scope

To identify resources who worked on the previous project

To understand issues in the previous project

13. A project manager identifies a risk during the implementation phase of a project which was not anticipated during planning. How would facilitating a brainstorming session allow the project manager to mitigate the risk while keeping the project on schedule?

Brainstorming with project stakeholders can result in new assumptions regarding risk tolerance.

Brainstorming ways to add funding can help mitigate the risk and compress the schedule.

Brainstorming would enable the project manager to apply qualitative data analysis techniques.

Brainstorming with the project team can identify multiple ideas in a short amount of time.

14. A new project is about to start and is subject to strict time and budget constraints. When reviewing the lessons learned repository, the project manager learns that constant scope creep caused a similar project to fail. What should the project manager do now to avoid project failure?

Establish formal change approval processes to guide teams to deliver essential features first.

Refuse to accept out-of-scope change requests that would increase project duration and budget.

Adjust the project scope and schedule to stay within constraints and avoid potential changes.

Manage stakeholder expectations to exclude the possibility of changes in order to meet project goals.

15. During the planning phase for the expansion of a services company, stakeholders conducted a feasibility study to establish the type of new service the company should provide. During an alternatives analysis, another type of service was determined to be more effective. The change control board (CCB) has approved the change request for the alternative service. What should the project manager do?

Implement the change as approved.

Conduct a cost-benefit analysis of the alternative service.

Request justification from the CCB for the change.

Modify the change to reduce the impact on the schedule and budget.