100 PMP Questions

Question 1:

A scrum team is wrapping up the current sprint when Patrick, part of the development team, asks
the scrum master when the increment is considered done. What would be the best answer the
scrum master can give?

A. When every sprint backlog item to be delivered meets its Definition of Done, and the
product owner accepts it
B. When the team holds the sprint review and demonstrates the increment to the stakeholders
C. When the allotted timebox for the sprint expires
D. When the team holds the sprint retrospective, the last event for the sprint

Question 2:

Gregory has joined a cross-functional scrum team using a four-week sprint cycle. During the sprint
retrospective for the current sprint, the development team raises the need for broader testing and
business stakeholders’ involvement. These needs are necessary to perform testing so that the
increment acceptance is smooth during the review meeting. Gregory suggests including the
product's end-users full-time to work with the development team for the upcoming sprint and test
the increment as it is built to confirm its acceptability. As an experienced scrum master, what would
you recommend to Gregory and the development team to improve the quality of the tests?

A. Inform the team that all the necessary testing and quality checks should be part of the
Definition of Done.
B. Add a dedicated team of QA testers who can focus only on testing the developed increment.
C. Use a separate testing sprint to perform all the required tests for the completed increment
before starting the next sprint.
D. Increase the sprint length whenever there is a need to perform additional testing.

Question 3:

Peter has worked as a technology innovator for over twelve years, and he has consistently delivered
high-quality products for his customers. Peter has recently been invited to speak at a national
conference to promote the concept of minimum viable products (MVPs) and delivering early and
consistent feedback to his customers. Which of the following is not a benefit of planning for an
MVP?
 A. Disbanding the project team early
B. Early feedback
C. Risk reduction
D. Early value from the service

Question 4:

Stakeholder identification is a process that should start as early as possible in the project and should
continue through the project closure. This activity ensures that stakeholders are engaged and
managed throughout the entire project life cycle. When does a stakeholder exert the most influence
over a project?

A. During the project’s execution

B. During the project’s planning phase
C. During the project’s closing phase
D. At the project’s start

Question 5:

You are the project manager of a construction project for a new client. The client has asked that you
include an outdoor deck as part of the project—something your company does not normally do, but
you agree to take on this project component using a contractor to build the seating deck. For this
portion of the project, you would like to use a time and materials contract. What must this contract
type have?

A. An end date for the procured work

B. The signature of the purchasing agent
C. Addendums for each change in the project work
D. A not-to-exceed clause

Question 6:

You are the project manager of a project to install new light fixtures throughout several factories.
The project is expected to last one year and has a BAC of $750,000. The project is now in month four
and has a CPI of 0.89. Which one of the following statements is true about this project?

A. The project is performing well.

B. The project will likely finish under budget.
C. The project spends 1 dollar for 89 cents of work.
D. The project will likely finish in alignment with the cost baseline.
Question 7:

You and your project team have just created the proposed project plan, but your functional manager
disagrees with you on many areas. Because you are operating in a functional environment, you
would like the functional manager to compromise. Which of these individuals has the power in a
functional organization?

A. The customer
B. The functional manager
C. The project manager
D. The program manager

Question 8:

Samantha’s agile development team has just moved to Test-Driven Development. They are focusing
on two new areas in their development model. They are most likely

A. Manual peer testing and writing of automated test scripts.

B. Creation of unit tests prior to code being written and refactoring code once it is written.
C. Writing of automated test scripts for the future release of code and paired programming.
D. Development and production smoke tests.

Question 9:

Joachim and Kelly work on a project together where Joachim is assigned as the project manager, and
Kelly is assigned as a project coordinator to help support his efforts. The project is running well when
suddenly an unanticipated risk surfaces, creating an issue estimated to cost $32,000. The analysis
also shows schedule impact. Therefore, to bring the project back on track, Joachim immediately
submits a change request to adjust the schedule baseline and uses the already approved
contingency reserves to address the cost. The key stakeholders are informed. Kelly, however, is
concerned that the scenario was not handled correctly by Joachim. What did Joachim do wrong?

A. He should not have submitted the change request since the risk was unknown.
B. He should not have included the schedule baseline in the change request.
C. He used contingency reserves instead of management reserves.
D. He did not account for all possible risks during project planning.
Question 10:

Kenneth is a product owner in a highly risk-averse company. For him to adjust the backlog based on
risk to the company, he is most likely first to need to know the ________________.

A. The cost of the team during the delivery of the software

B. The financial return expected of the whole project
C. Full details of the user stories
D. The number of customers expected to use the product within the first two years

Question 11:

Ethel is the scrum master for Project W, which is 9 iterations into deployment and has a velocity of
102 story points. During a recent sprint review, Ethel noticed that several stakeholders did not
understand recent project developments. What is the most likely cause for this?

A. The project team does not give engaging presentations.

B. The stakeholders are not involved in Project W.
C. Ethel has not adequately engaged those stakeholders.
D. The stakeholders were busy with other projects.

Question 12:

Martina is the project manager of a large software deployment project for French Logistics, a project
which will replace all employees' computer operating systems. The majority of employees are in
favor of this change, but there are some who are not. Part of Martina's plan, which she
accomplished, was to complete a stakeholder analysis. Through the analysis, Martina and her team
learned that some of the stakeholders were not aware of the change in the company's approved
computer operating system. How should these stakeholders be classified?

A. Uninformed
B. Unaware
C. Lacking
D. Target for positive
Question 13:

You are the project manager of the Home Automation Project. You are uncertain what the fee will
be for wiring the home with bundled cable, so you hire a vendor to examine the home and create an
estimate for the SOW you have prepared. You will use this estimate from the vendor to measure all
other estimates from vendors that want to bid on the installation of the bundled cable. What is this
estimate called?

A. Definitive estimate
B. Independent estimate
C. Good faith estimate
D. Budget estimate

Question 14:

You should understand several management theories for your project management exam and for
your role as a project manager. Which theory posits that workers need to be involved with the
management process?

A. Ouchi's Theory Z
B. McGregor's Theory of X and Y
C. Herzberg's Theory of Motivation
D. Expectancy Theory

Question 15:

Milly is in the closing phase of a project. She ensures all invoices are paid, contracts are closed out,
and lessons learned from the project are discussed and documented in the company's lessons
learned repository. Milly's supervisor believes the project has successfully achieved its objectives
and is ready to be handed over to the next project team. Which of the following factors for
eliminating the need for a project would not be considered external?

A. Change in laws or regulations.

B. Mergers or acquisitions that affect the organization.
C. Global or national economic changes.
D. Shifts in the organizational structure.
Question 16:

As the agile team leader, Rose has described the high-level iteration goals and is letting the team
decide how to complete the iteration. With this action, what is Rose proving to the team?

A. Rose is not a micro-manager.

B. Rose is too busy working on her regular job.
C. That she herself does not know how to complete the iteration.
D. As a self-organizing unit, Rose trusts her team and their expertise to complete the goal.

Question 17:

Samuel loves the continuous integration they have just started to use in their project at Khal’s
Kittens. Samuel can expect the impact on his project to be

A. No production bugs.
B. Additional time spent on the implementation of automated testing as part of their build
efforts.
C. There will be no impact at all on those that write test scripts.
D. A large burden on the testing team each time they do a release.

Question 18:

Benji is a project manager for a scrum project that is also using a Kanban board. During the last
retrospective, the team agreed on a new process for taking work items from the in-queue column of
the Kanban board and moving them into production. Today, Benji overheard a developer arguing
with the product manager about the sprint backlog and how to determine which work item should
be picked up next. What should Benji do?

A. Do nothing. The team recently reviewed how to move items from the Kanban queue into
production.
B. Intervene and speak with both sides to determine the source of the conflict.
C. Interrupt the argument and decide which task should be next.
D. Privately reprimand the developer for not following the process decided during the
retrospective.
Question 19:

Jessica has been managing many projects for her organization and is exemplary in her execution. She
relentlessly stresses the importance of collecting and documenting lessons learned throughout the
project lifecycle to ensure continuous learning and improvement and contribute to the
organization's knowledge management system. Her colleague, Adam, finds that his weekly meetings
are all spent tackling complex feature development issues, and there is little attention or time spent
on lessons learned. Adam seeks advice from Jessica to ensure lessons learned gathering does not get
missed in such a situation. What is the most appropriate recommendation?

A. Add a lessons-learned agenda item.

B. Discontinue updating meetings but schedule meetings with individual team members.
C. Record the minutes of the meeting.
D. Avoid issues during meetings as they will go away with time.

Question 20:

Nico reviews and refines a project scope statement with his team before signing off and confirming
its contents with stakeholders. Although the project's original scope was very broad, they discovered
that they are expected to provide one hundred printers, toner, and spare parts for the project and
maintenance for up to a year. Nico runs a small shop with several other clients, so he quickly calls
the project's primary stakeholder to discuss these requirements. This is an example of which part of
the project scope statement?

A. Deliverables
B. Acceptance criteria
C. Product scope description
D. Project exclusions
Question 21:

Isobel is the scrum master for Project H, which is in its fifth iteration and has a velocity of 96 story
points. Recently a team member, Kelly, informed Isobel that another project team has asked for
some of Kelly’s time to help them with a critical obstacle blocking their progress. How should Isobel
respond?

A. Reject the request.

B. Ask if another team member could go instead.
C. Allow Kelly to help the other team.
D. Meet with the other team’s scrum master to negotiate a solution.

Question 22:

You are the project manager of the NGBB Project. Your project team has failed to complete the work
as the project management plan demanded. What action will the project team now have to perform
with your guidance?

A. Exit interview
B. Peer review
C. Defect repair
D. Quality control

Question 23:

The COO of your software development company has asked you to develop a rough prototype of a
piece of software to test a proof of concept for her team. Which development approach is best
suited for this project?

A. Predictive development
B. Incremental development
C. Hybrid development
D. Waterfall development
Question 24:

You are the project manager of a large construction project. You and your project team are planning
a method to control changes during the construction project, and all of you realize that changes
often happen in the field—changes that may differ from what the blueprints in the office reflect. The
goal of your planning activity is to track actual changes in the field and reflect those changes in the
blueprints in the office. You want consistency between what is being constructed and what the
blueprints reflect. What is this process called? (Choose the best answer.)

A. Scope validation
B. Project management planning
C. Configuration management
D. Change assessment

Question 25:

You are the project manager of Project NJG, and you have invited stakeholders from around your
organization to participate in the project initiation. Your project team wants to know why you
include the stakeholders in so much of the project when the project team is composed of the people
who will be doing the work. Your response?

A. Stakeholder ownership improves stakeholder satisfaction. And I am in charge.

B. Because I am in charge.
C. Because they are paying for the project.
D. Involving the stakeholders will help our project avoid getting cut from the budget.

Question 26:

You and the project sponsor are working together to create a project scope statement. The project
sponsor has concerns about the demand for safety for the electrical requirements for the project
work. The safety concerns should be documented as which one of the following choices?

A. Cost of quality
B. Pure risk
C. Assumption
D. Product requirement
Question 27:

You are a project manager for your organization. Your project has a BAC of $400,000 and is expected
to last one year. The project work is scheduled to be completed in equal amounts each month.
Currently, the project is in month three but is only 20 percent complete. You have spent $35,000 to
complete the work. What is the earned value for this project?

A. Not enough information has been supplied to determine this.

B. $100,000.
C. –$20,000.
D. $80,000.

Question 28:

Nicholas uses the multi-voting method on his team at Soap Street to have stakeholders prioritize the
backlog. He has noticed that there have been several disagreements in the last few sessions. What is
the best way for him to reduce disagreements in the next session?

A. Allow each stakeholder no more than a one-minute comment period per item.
B. Ask selected stakeholders not to attend the next session.
C. Tell the stakeholders that no negative discussions can occur in the session.
D. Have stakeholders vote silently on their top priorities.

Question 29:

Oscar is the scrum master for Project S, which is in its ninth iteration and has a velocity of 59.
Recently two of his developers got into an argument over how a specific task should be
accomplished. What is the next best step for Oscar?

A. Refer the developers to the tasks documentation.

B. Do nothing. The team will figure it out on their own.
C. Refer to Project S’s information radiators.
D. Wait until the next retrospective.
Question 30:

As the project manager for the Pine Project, Bonna is reviewing the project budget with senior
management. The project's capital expenses are concerning to management, and they would like to
know when Bonna will actually spend the project's budget. Of the following, which represents the
vast majority of a projects' budget?

A. Project planning
B. Cost of goods and services
C. Labor
D. Project plan execution

Question 31:

Megan is working hard to be a better listener on her agile team. She hears the words spoken by her
team and is highly attentive to them, personalizing them as she hears them. What is the best next
step for Megan to improve her listening?

A. Megan should focus less on herself and empathize with the speakers on her team.
B. Megan should start to coach the rest of the team on what she is hearing.
C. Megan should start repeating back everything said to ensure she has heard it correctly.
D. Megan does not have any changes to make.

Question 32:

One typical way that an agile project implements control limits is

A. By placing limits on WIP on a Kanban board

B. None of the above
C. Through a sprint burnup chart
D. By measuring defect rates on a wall chart
Question 33:

Lucas is the project manager for the Orange Project. He is explaining to his project team the
importance of completing lessons learned documentation. Why should Lucas's project team
complete lessons learned documentation?

A. To help project teams in the future complete their projects with more efficiency.
B. So management can see what the project's team has accomplished
C. To ensure the closure of the project
D. So future stakeholders can see what the project's team has accomplished

Question 34:

As the project manager for Mercier Pharmaceuticals, Colin is currently working on a new drug
creation project. His project scope is about to change because of a new law regarding drug testing.
To complete the project in its 18-month timeline, what is the first thing Colin must do?

A. Since the project will be grandfathered in and therefore unaffected by the law change,
proceed as planned.
B. Meet with the project's sponsor and stakeholders.
C. Create a documented change request.
D. Until the issue is resolved, all work must stop

Question 35:

Francie is the project manager for a water sanitation project, the Trickling Project. She has
concluded that there is too much risk in handling certain chemicals, so she is allowing someone else
to complete this portion of the project. Francie will outsource the handling of chemicals and
installation of filter equipment to a contractor with experience. This is an example of which of the
following choices?

A. Mitigation
B. Transference
C. Acceptance
D. Avoidance
Question 36:

Damian is an effective team leader who has built a safe environment for disagreement. Therefore,
the team feels empowered to move forward without obstacles. Why?

A. As a team leader, Damian takes responsibility for every decision that is made.
B. In order to make better decisions, Damian encourages the team to engage in constructive
conflict.
C. The team can create a list of reasons why tasks are incomplete and present it to
management.
D. The team has chosen to avoid conflict of any kind.

Question 37:

In your agile team meeting, one of your co-workers, Bruno, claims he learned how to correct a piece
of code through osmotic communication. What does Bruno mean by osmotic communication?

A. He had a dream about the solution

B. In the agile team’s common area, he overheard a conversation in which the solution was
discussed.
C. He searched for the solution on Google
D. He got a book and read about the solution.

Question 38:

As a project manager, Wendy can present project information in multiple ways. Of the following,
which is not a method used by project managers to present a project's performance?

A. S-curves
B. Histograms
C. RACI charts
D. Bar charts

Question 39:

Zane is a project manager at Camera Corporation and is planning a new project. During a recent
stakeholder meeting, the stakeholders told Zane that every task was of the highest priority. What
should Zane do in this situation?

A. Escalate the issue to the steering committee.

B. Prioritize every task as high.
 C. Work with the stakeholders to stack rank the tasks.
D. Agree, but assign different priorities on his own.

Question 40:

Clark is preparing the agenda for his project's close-out meeting. Clark's project team has provided
him a list of talking points, including their communication with the customers, their understanding of
the organization's strategic objectives, and some more efficient project management software
recommendations. Clark has also spoken to customers regarding their satisfaction with the product
and will discuss this during the meeting. Which of the following topics would not be discussed during
the close-out meeting?

A. Level of collaboration for the project team.

B. How quality audits should be conducted.
C. Training staff on the internal project management processes and improving these processes.
D. Obtaining the customer's formal project acceptance.

Question 41:

Anders is working on scheduling several tasks as part of a construction project. Now that the rebar
has been installed, he must ensure that the concrete leveling and pouring schedule are correct. He
checks the schedule and sees that the concrete's leveling comes before the pouring, which is
incorrect. Andres changes the schedule so that the concrete pouring team has an opportunity to
complete its task before the concrete leveling team can start. Which of the following precedence
diagramming method (PDM) dependencies is being used to construct the schedule model?

A. Finish-to-finish
B. Start-to-finish
C. Finish-to-start
D. Start-to-start
Question 42:

Andrew is concerned that his team may be getting sloppy as they get closer to the end of the
project. He would like to review the defects that remained at the end of the last few sprints to
monitor defects in the future. The best tool for him to do this is

A. A burndown chart
B. The product backlog
C. A defect trend analysis
D. A quality assurance report

Question 43:

Hector is explaining to his project team the purpose of the stakeholder management plan. What
does he tell his team?

A. The purpose of the stakeholder management plan is to inform the stakeholders of the
project's status.
B. The purpose of the stakeholder management plan is to manage stakeholders' attitudes
toward the project.
C. The purpose of the stakeholder management plan is to convert all stakeholders to positive,
supportive stakeholders.
D. The purpose of the stakeholder management plan is to identify all the opposed project
stakeholders.

Question 44:

Terry's team is disagreeing about an issue. They want to feel safe and protected, with some team
members engaging and some distancing themselves from the debate. A few discussions are
happening online. How should Terry facilitate this issue?

A. Terry should mediate by going back and forth between the two sides and negotiating an
agreement
B. Terry should do nothing.
C. Terry should immediately step in and schedule a group meeting so that the entire team can
hear the opposing sides.
D. At this early stage of the conflict, Terry should empower the team members to solve this
themselves.
Question 45:

Which of the following is the best display of George's agile leadership practices?

A. Taking the team's estimates and adding a 50% buffer before ever providing them to
management.
B. Keeping an accurate project plan that he updates daily for reporting.
C. Taking ten minutes before their daily standup to transparently discuss all upcoming project
events.
D. Openly admitting to a mistake he made in the project.

Question 46:

Dinah is the project manager for a project that has been in motion for a few months and is ready to
move into the first phase of project execution. During the project's planning phase, Dinah is alerted
by her sponsor that she has apparently overlooked some stakeholders. What should Dinah do next?

A. Meet with the stakeholders to give a project update

B. Immediately contact, apologize to, and analyze the stakeholders
C. Start execution of the project but schedule a meeting with stakeholders
D. Figure out if the oversight has damaged the project's objectives

Question 47:

Betsy is the project manager of the JGB Project for her organization. She would like to solicit seven
vendors for a price to supply 1,000 fixtures for her project. What type of document would Betsy
issue to the vendors in this scenario?

A. A request for a quote

B. A request for information
C. An invitation for a bidders' conference
D. A request for proposal
Question 48:

The project manager reports that the project is progressing according to scope. Management asks to
change a few requirements with the scope. Which plan details how requirements will be analyzed,
documented, and managed in the project?

A. The communication management plan

B. The scope management plan
C. The requirements management plan
D. The change control system

Question 49:

Erica is the scrum master for a project at Bottle Corporation. Several stakeholders point out that a
recent deployment is no longer necessary to the project during a sprint review. What should Erica do
next?

A. Refer the stakeholders to the product owner.

B. Ignore the stakeholders and continue the meeting.
C. Ask the stakeholders to submit new story ideas to the project’s backlog.
D. Refer the stakeholders to the project’s information radiators.

Question 50:

In Hector’s team, even trivial decisions are debated, which wastes productivity. What could Hector
do to help his team make collective decisions?

A. Fist-of-five voting
B. Brainstorming
C. Bare fist fighting
D. Planning poker
Question 51:

Kelsie is the scrum master for Project Q, which is in its fifth week of implementation and has a
velocity of 48 story points. Recently a developer approached Kelsie with a challenge related to a
stakeholder not releasing project resources to complete a task. What should Kelsie do next?

A. Escalate the issue to her steering committee.

B. Complain to the project management office.
C. Meet directly with the stakeholder about the issue.
D. Have the developer speak with the stakeholder.

Question 52:

Chase is the procurement manager and is working on completing contractors with three different
vendors. Chase has reviewed all the documentation and believes every contractor has met all the
terms and conditions. However, one of the contractors believes they have been underpaid for their
work on the project and is requesting compensation plus a late fee from Chase. When would
procurements be considered closed?

A. When the agreed-upon contract terms have been breached

B. When all payments have been issued to the seller
C. When the contract terms of procurement have been satisfied by both the buyer and seller
D. When the buyer no longer needs the seller's services

Question 53:

The shortest feedback cycle in Catherine’s agile projects can be seen when:

A. The business reviews a target release.

B. Two developers complete paired programming.
C. At the daily standup meeting.
D. Beta testing is completed.
Question 54:

Shawn is a project manager for an information technology project, which is nearing completion. This
project has replaced all of the older networking cables with a modern cabling infrastructure. The
project has also established several WiFi hotspots throughout the organization's campus. The project
steering committee has asked Shawn to verify which project objectives have been completed and
which are still outstanding to plan the follow-up projects. What should Shawn do next?

A. Review the project work information and compare progress to determine which objectives
are completed.
B. Tell the steering committee to wait until the next meeting for an update.
C. Refer the steering committee to the project management information system.
D. Ask the project team to report back on which objectives are completed.

Question 55:

Bianca is the project manager for a multinational project with stakeholders in the United States,
Mexico, and France. Affecting how she and the other project stakeholders will communicate, Bianca
must plan for project assumptions and constraints. Of the following, which is an example of a project
communication constraint?

A. An ad hoc conversation through web conferencing software

B. Stakeholder management
C. Demand for formal reports
D. The project team's geographical locales

Question 56:

Mary has recently joined a team that has been using scrum in the project. Being new, Mary consults
Tom, the scrum master, who explains the benefits of iterative delivery of value and timeboxing each
ceremony. Which of the following best describes timeboxing?

A. Working with a fixed time schedule for planned activities

B. Allowing flexibility of scope after an agreed sprint goal
C. Flexibility to expand time to complete as many activities as possible
D. Working with a team in a boxed-shaped cubicle
Question 57:

A project manager is completing a project to build a new condo. He needs to confirm that any field
drawings by the architect match the office drawings that will go into the project archives. Which
project management plan ensures that changes to the project scope and the product scope are
thoroughly considered and documented?

A. The integrated change control plan

B. The change control system
C. The configuration management plan
D. The communication management system

Question 58:

A project is reaching its end and management has asked you to move forward with closing the
project. All the technical work is complete. During the closure phase, all the following activities occur
except

A. Formal acceptance
B. Performing cost-benefit analysis.
C. Creation of lessons learned.
D. Performance reporting

Question 59:

Stephanie is developing the project management plan. She has put together a detailed list of
situations where the project could result in early project closure and listed some of the major ones
under the risk register. She is also aware that her teammates have conflicting personalities and have
backgrounds that starkly contrast one another. Which of the following events would not result in a
project termination?

A. The organization no longer needs the project deliverables.

B. The requirements changed during execution to the point where the project is no longer
feasible.
C. Team members cannot work together.
D. Adequate funding is no longer available to complete the requirements.
Question 60:

Phil is a scrum master at Project Corporation. After a recent planning session, Phil overheard two
stakeholders complaining that they do not understand what a story point is. What should Phil do?

A. Assign a team member to train the stakeholders.

B. Do nothing. Stakeholders do not need to worry about story points.
C. Briefly remind them and then follow up with additional material.
D. Do nothing. The product owner will fill them in.

Question 61:

Farah is the project manager of a massive technical project. She believes one of her team members,
Kathy, has received an important message but based on her body language; she disagrees with it.
What is this known as?

A. Decoder
B. Negotiation
C. Transmission
D. Acknowledgment

Question 62:

You need a method to keep workers motivated and inspired on your project. This project has many
conditions that the project team sees as unfavorable, but they do like you as a project manager.
Which of the following theories states that as long as workers are rewarded, they will remain
productive?

A. Ouchi's Theory Z
B. Herzberg's Theory of Motivation
C. Vroom's Expectancy Theory
D. McGregor's Theory of X and Y
Question 63:

Penny is the scrum master for Project S, which is six iterations into deployment and on schedule.
Recently Penny added a task to the backlog to double-check several deliverables against their quality
checklists. The product owner pushes back and asks why Penny wants to take project time to do this.
What is Penny's most likely response?

A. Penny thinks the project may fail.

B. The project team needs to fill their schedules.
C. Quality checks are an essential part of any project.
D. Agree with the product owner and remove the checks.

Question 64:

Chris is a project manager for Ringly Corporation, which is just beginning a new project. This project
will utilize agile, and its goal is to develop an app for mobile devices to host multiple phone numbers.
Chris and his agile team are excited about getting to work, but the product owner has not yet set
project requirements. After the initial meeting, a senior stakeholder approached Chris and asked him
to start project work immediately. How should Chris respond?

A. Ask them to speak with the product owner.

B. Confer with the product owner on the backlog.
C. Refer the stakeholder to the steering committee.
D. Agree and start work with the development team.

Question 65:

What term is assigned to projects that may cost $1 billion or more, may affect 1 million or more
people, and may run for years?

A. Megaproject
B. Portfolio
C. Macro project
D. Program
Question 66:

Danielle has been assigned a team for her next project that is not collocated. Danielle lets her
company know that

A. None of the above

B. They can still be successful due to the short iterations in agile and regular production of
product increments
C. They will not be successful with agile, as agile teams should always be collocated
D. Most agile projects are collocated, and it is best to request different team resources

Question 67:

Hank is the scrum master for Project E, which is 5 iterations into its deployment and has a velocity of
64 story points. During a recent sprint review, two stakeholder groups got into a heated argument
over which team would get the first set of deliverables from Project E. What should Hank do in this
scenario?

A. Meet with both teams and determine the order in which they receive deliverables.
B. Give the deliverables to the stakeholder with more power.
C. Give the deliverables to the stakeholder with more influence.
D. Have the project team vote.

Question 68:

Rebecca is the project manager for the Moonlit Project. Rebecca and the key stakeholders recently
conducted a gap analysis of its technical implementation plan. Several stakeholders have pressed
Rebecca to take immediate action on the analysis. A consultant has offered several ideas for
improvement in the technical implementation. What should Rebecca do next?

A. Agree and act immediately.

B. Escalate the decision to the steering committee.
C. Thoroughly review the analysis and propose a series of changes.
D. Ask the project team for their opinion.
Question 69:

Stakeholder identification is essential to effective project managers. All the following are key
stakeholders on every project except for which one?

A. The project management team

B. The project manager
C. Government agencies
D. Influencers

Question 70:

Your project is just beginning, and you have invited all the key stakeholders, the project team, and
members of management to participate in an initial meeting. What is this type of meeting called?

A. A kick-off meeting
B. A team development meeting
C. A risk identification meeting
D. A requirements gathering meeting

Question 71:

You are the project manager for the creation of a new warehouse in Knoxville, Tennessee. You and
the project team are creating the scope statement and are evaluating the function, purpose, and
activities that will take place within the warehouse to help the project customer gather all of the
requirements for the scope. This process is an example of which one of the following?

A. Product analysis
B. Work breakdown structure creation
C. Scope change control
D. Expert judgment
Question 72:

Joey is recovering from a project which recently ended. During this project, the stakeholders
continuously added deliverables to the scope in addition to updating existing deliverables. The result
was Joey's team being overworked and his other projects suffering from a lack of resources, all of
which increasingly became devoted to the out-of-scope project. Before starting a new project, Joey
decides to write up the overall characteristics of the product his team will provide as soon as he has
a project charter and requirements documentation. This is an example of which part of the project
scope statement?

A. Acceptance criteria
B. Product scope description
C. Project exclusions
D. Deliverables

Question 73:

As the project manager of a new project for the Woodson Company, Todd is working with the
project's team and sponsor on stakeholder engagement. Todd will need four inputs to stakeholder
engagement for this process. Of the following, which is not a stakeholder engagement input?

A. Communications management plan

B. Quality management plan
C. Change log
D. Organizational process assets

Question 74:

You are the project manager for your company, and you have recently been assigned to a new high-
profile project. When should the project kick-off meeting happen?

A. When the project manager has approved the project plan

B. When the project manager has the project team assembled for the first time
C. At the start of scope validation
D. When management has approved the initial project plan
Question 75:

Carol leads her agile team well. She ensures that her team members are recognized for their efforts,
that they have the proper tools for their work, and that the pay and benefits are well-researched
and appropriate for each role. She has a team gathering scheduled after work on Friday to celebrate
the team's recent success. The best term for what Carol is displaying is

A. A management focus
B. Management skills
C. Pavlovian leadership
D. Servant leadership

Question 76:

During the initial project team meeting, the project manager and the project team established
ground rules for operating project team meetings. Tina, a project team member, is not obeying the
project rules. Who has the responsibility to enforce the rules?

A. The project sponsor

B. The project manager
C. The human resources department
D. The project team

Question 77:

Jared’s agile team at Morgan Consulting consists of generalizing specialists. What is the best
definition of a generalizing specialist?

A. A generalizing specialist is someone who knows just one skill.

B. A generalizing specialist is someone who knows the responsibilities of each role.
C. A generalizing specialist is a person who is skilled in more than one discipline.
D. A generalizing specialist is a person who knows how to perform their job duties well.
Question 78:

Vera is the project manager for the Sharpie Project. She had 19 stakeholders and has added 3
project team members. Compared to before, how many more communication channels does Vera
now have?

A. 1
B. 231
C. 171
D. 60

Question 79:

Your organization has tasked you with business development. Specifically, they would like to bid on
government-based contracts. Where will you likely find information on government contracts that
your organization could bid on for projects?

A. Historical information
B. Sales channels
C. Newspapers
D. City hall

Question 80:

Hugh provides general contracting services for residential and light commercial projects. He usually
begins by digging a foundation, after which he pours concrete and creates support structures. He
has some leeway in deciding which steps come next, but he usually prefers to do the framing and
electrical work before doing any ductwork for climate control systems. His projects come together
piece by piece, but they cannot be considered complete until all the pieces are in place. Which
project methodology is appropriate?

A. Agile
B. Iterative
C. Predictive
D. Incremental
Question 81:

At Massive Dynamic, they use agile project accounting. What is the most likely benefit of this
approach regarding procurement?

A. Procurement is consistent regardless of the approach.

B. The legal review must be completed within the timebox related to each sprint.
C. Contracts must be evaluated each day as part of scrum sessions.
D. The process is often much faster due to smaller statements of work and less legal wrangling.

Question 82:

Isaac is the scrum master for Project H, five iterations into deployment, and recently completed a
spike. After a contentious meeting with stakeholders, everyone committed to a course of action that
Isaac does not personally agree with for the project. What should he do next?

A. Complain to his project management office.

B. Voice his disagreement, but commit to the course of action.
C. Attempt to influence the stakeholders to take other action.
D. Plan for the course of action Isaac supports.

Question 83:

The way that Christine’s team completes frequent releases of their product without introducing
many new bugs is most likely

A. Due to paired programming

B. Using continuous integration, which includes automated testing as part of the software
building process, to ensure basic functionality still works properly.
C. Using a few manual testers focused on just core functionality for each release.
D. With a full regression test done by the delivery team
Question 84:

As the project manager for Marshall Materials, Deepak is actively working with his project team to
monitor the pressure gauge on a piece of equipment. Should the temperature exceed 79 percent,
Candace, the engineer, has recommended a series of steps to be implemented. What does the 79
percent mark represent?

A. The threshold
B. An upper control limit
C. A workaround
D. Mitigation

Question 85:

When choosing to buy or make a product, which of the following choices can a project manager use?

A. A decision tree analysis

B. An ROI analysis
C. An Ishikawa diagram
D. A fishbone model

Question 86:

You are the project manager for the GBK Project. This project affects a line of business, and the
customer is anxious about the success of the project. Which of the following is likely not a top
concern for the customer?

A. Cost
B. Schedule
C. Personality conflicts
D. Project priorities
Question 87:

Jose wants to use the most effective way to communicate with his agile team. This is most likely to
be

A. By ensuring all information discussed is written up in good minutes and distributed to all
stakeholders.
B. Use of a video conferencing tool for the folks sitting on the other side of their building.
C. Via a daily report read at the end of each daily standup.
D. Face-to-face communication.

Question 88:

Phylis is a project manager on project GVX. During a recent prioritization meeting, two of her
stakeholders got into an argument over which tasks should be prioritized. By the end of the meeting,
neither stakeholder was satisfied, and the task list is still not finalized. What should Phylis do next?

A. Since the stakeholders could not agree, Phylis should determine the order herself.
B. Do nothing. The stakeholders will determine a list eventually.
C. Ask the project management office to prioritize the tasks for the stakeholders.
D. Review what she knows about each stakeholder and meet with them together to negotiate a
list.

Question 89:

Christopher is a part of the delivery team that is working on the first iteration of their project. One of
his assigned user stories is missing acceptance criteria. Christopher should most likely

A. Stop work on the item, as the team made a mistake in estimating a user story with no
defined acceptance criteria.
B. Ask the product owner to add the acceptance criteria so he can continue work.
C. Ask the scrum master to add the acceptance criteria so he can continue work.
D. Re-estimate the item before he continues his work.
Question 90:

Charles is assigned as a full-time scrum master on an agile team. The team is at the end of the
second week of a three-week sprint when a team member becomes ill and cannot continue on the
project. The team is committed to delivering forty-five story points in this sprint. What is the most
appropriate action for Charles to take in this situation?

A. Ask the remaining team to work longer hours to finish the committed stories.
B. Extend the sprint timebox so the committed stories can be completed.
C. Ask the team to deliver what they can in the sprint.
D. Jump in to start development to assist the team.

Question 91:

Heath is the scrum master for Project O, which is nine iterations into deployment, is on budget, and
has a velocity of 93 story points. Heath is preparing for a meeting with a stakeholder who prefers to
speak a lot, frequently to the detriment of other discussions. What should Heath do to prepare?

A. Change the meeting time.

B. Remove that stakeholder from the meeting.
C. Review the agenda and have a plan for keeping the stakeholder on task.
D. Ask a team member to interrupt the stakeholder frequently.

Question 92:

Eve is the project manager for Project Wooly, which is in its ninth week of implementation, is $5,000
over a $100,000 budget, and is one week behind schedule. Recently Eve noticed a team member
working on a task that was not part of Project Wooly's scope but will provide value. What should Eve
do?

A. Stop the work and direct the team member to another task.
B. Do nothing. The task will benefit the project.
C. Escalate the issue to the team member's manager.
D. Stop the work but submit a change request.
Question 93:

Carolyn's agile mentor describes the team's current experience as an example of the gulf of
evaluation. The team is three months along in their efforts. What has most likely happened within
the team?

A. The product owner did not attend all daily standup meetings.
B. The stakeholders were not as engaged as they should have been.
C. The stakeholders did not sign off on the project charter.
D. The development team did not work using paired programming.

Question 94:

Benjamin’s team at Stark’s Swords completes projects in an agile way, following appropriate
practices. They use exploratory testing

A. Instead of functionally focused testing.

B. To explore the functionality within a user story.
C. For nothing, as it is not appropriate in an agile project.
D. To verify functionality in addition to functionally focused testing.

Question 95:

Congratulations! You have finished the project work and are performing quality control. You are
about to validate the scope, and management would first like to examine all the changes that have
been requested and their statuses. Management wants to see which changes have been approved
and which have been declined. Where can you find all of this information?

A. You will have records only of the change requests that have been declined because all
approved changes are incorporated into the project scope, and the time and cost baselines
are updated.
B. The change log.
C. The risk register.
D. You will have records only of the change requests that have been approved because
declined change requests are discarded.
Question 96:

Bob is the scrum master for Project L, which is in its fifth iteration and has a velocity of 49 story
points. Recently a new developer joined the team and has approached Bob with several questions
about the project. What is the best response Bob could provide?

A. Answer their questions and refer them to project documentation.

B. Assign another team member to help them out.
C. Defer their questions until the next daily standup.
D. Refer them to project documentation.

Question 97:

As the project manager for Oleson's Swim Supply, one of Isiah's tasks is to evaluate the risks in his
projects. Some risk events have a high impact, and some have a low probability. In Isiah's current
project, multiple risks have impact scores that are high-risk but overall score in the low-risk category.
How can this be?

A. The risk scores are graded on a bell curve.

B. The risks are rated high, medium, or low.
C. Until a risk occurs, the risk impact is not accounted for in the project.
D. Each risk has a low probability.

Question 98:

Johann is reviewing a recently accepted project scope statement before discussing it with his team.
In addition to the mechanical parts his team is expected to provide, Johann notices that his team is
expected to write status reports and documentation. Johann is surprised since his team consists
mostly of tradespeople who seldom write reports. He checks with his sponsor to see if the reports
and documentation are required. The sponsor confirms that they are. This is an example of which
part of the project scope statement?

A. Deliverables
B. Project exclusions
C. Acceptance criteria
D. Product scope description
Question 99:

A change has been proposed to the project scope. You have routed the change through the change
control system as planned. When examining the proposed change, you need to examine cost,
schedule, quality, resources, communications, risks, and procurement. Your manager wants to know
why all of these areas must be examined. Regarding the proposed change, what are you doing by
examining each project area?

A. Integrated change control

B. Effective project management
C. Scope change control
D. Configuration management

Question 100:

You are the project manager of a large project to install 10,000 fixtures across a college campus.
Your project team has been late on their assigned work, and you fear the project will be late. Which
one of the following provides forecasting for the project?

A. The program evaluation and review technique

B. The graphical evaluation and review technique
C. The estimate at completion
D. Risk analysis

END.