Test your knowledge on PMP principles, take a mini exam! Free PMP Practice Exams, Mini Exam 2: 1. A multinational project’s sponsors have implemented an automated reporting system at the end of each phase to unify efforts. They intend to apply this model to future projects. What should the project manager do? Hold status meetings to gather input from sponsors. Update the stakeholder engagement plan to maintain commitment. Update the communications management plan to include details about the emails and reports. Include a formal sign-off at each phase. 2. A key stakeholder in an agile project was engaged initially but became less involved after receiving a promotion. Later; they rejected a deliverable; leading to major rework. What should the project manager have done to prevent this? Monitor stakeholder attributes and actively engage them. Remove the stakeholder from the decision-making process. Seek sponsor support to manage stakeholder engagement. Update the risk management plan to document the stakeholder’s promotion. 3. A company is launching a major production overhaul project. Given its high-risk nature; executives emphasize its critical success. What should the project manager prioritize first? Ensure stakeholder agreement on scope and deliverables. Prioritize high-value components during rollout. Collaborate with marketing to align customer communication. Develop a communication management plan. 4. A hospital CEO requests a 30% reduction in implementation time for a project involving three MRI units. Who should the project manager consult for realistic adjustments? Hospital procurement officer. Project sponsor. Hospital radiology team. Project team. 5. A project is completed with all deliverables meeting requirements; but testing revealed a high number of errors. What should the project manager have done earlier? Log errors in the risk register for future monitoring. Meet with the testing team for clarification. Implement mitigation strategies for future projects. Conduct Monte Carlo analysis to anticipate risks. 6. A complex project across four countries is near completion. Functional managers are preparing closeout documents. Why should the sponsor sign off on deliverables? Sponsor secures funding and commits resources. Managers are geographically dispersed. Sponsor communicates directly with the customer. Functional managers approve objectives but not final deliverables. 7. A project manager leads a software development project that is significantly behind schedule. Despite motivation efforts; the team has not improved. What should be done first? Enforce overtime through the forcing method. Escalate for additional resources. Meet with the sponsor to revise the project plan. Request an extension and continue motivation. 8. A project team developing credit card software discovers during testing that foreign cards are not accepted; making the system nearly unusable. What should have been done to prevent this? Implement the user story in the next sprint. Ensure a detailed user story is provided. Document requirements from stakeholders. Continuously refine the backlog. 9. An agile project includes 100 user stories across ten iterations; each worth $100. After five iterations; 50 user stories are completed; actual spending is $4500. What is the status? On schedule and on budget. Behind schedule and over budget. On schedule and under budget. Behind schedule and under budget. 10. A high-risk project has faced multiple realized risks; however; despite implementing responses; issues persist. What should the project manager do to identify weaknesses in the risk management process? Analyze the risks. Request a risk audit. Update the risk register. Transfer the risks. 11. A project manager joins an ongoing industrial project. The latest performance indices show CPI=0.42 and SPI=0.20. What does this indicate? Ahead of schedule and over budget. Behind schedule and under budget. Ahead of schedule and under budget. Behind schedule and over budget. 12. During a team meeting; the project manager notices a conflict among three key team members with different personalities. What should be done first? Remind the team to remain professional. Plan a team-building event to address personality differences. Identify root cause and support resolution. Reassign tasks to minimize interaction. 13. A project manager joins an organization and is assigned a project with a vague scope and unclear deliverables. How should the project manager proceed? Develop the project plan based on the established scope by breaking down the deliverables. Submit a request to the PMO for guidance from an experienced colleague. Schedule a meeting with the project team and the sponsor to clarify the scope. Escalate to the PMO to clarify the unclear scope. 14. A government regulation change affects a project already in execution. The law takes effect soon and will impact the budget and schedule. What should the project manager do? Delegate assessment to a team member. Continue as planned until the impact is known. Immediately halt the project. Seek expert judgment to assess the impact. 15. Stakeholders express dissatisfaction with a project deliverable. What should the project manager do next? Review the documented project requirements. Update the risk management plan. Schedule a meeting with the stakeholders. Review the final scope statement. Loading …
