PMP® Practice Exam (2024)

Behind schedule and over budget.

Behind schedule and within budget.

Ahead of schedule and within budget.

Ahead of schedule and over budget.

Use a task board to track the progress of the project.

Use a burnup chart to track the amount of work done compared to the expected work that should be done.

Use a burndown chart to track the number of story points remaining or the amount of risk exposure that has been reduced.

Use an impediment list to show a description of the impediment to getting work done, the severity, and the actions being taken to resolve the impediment.

Assume that there is no defined process for contract changes.

Make changes to the contract as needed.

Inform the supplier of the changes and negotiate a new contract.

Submit a change request to the change control board (CCB) and follow the change control process.

The project is on track since 50% of the time has passed and 30% of the work has been completed, but more information is needed to determine the budget status.

The project is ahead of schedule and over budget, since only 30% of the work has been completed at the halfway point and $350,000 of the budget has already been spent.

The project is on budget since the team has only spent 70% of the budget so far, but more information is needed to determine the schedule status.

The project is behind schedule and over budget, since only 30% of the work has been completed at the halfway point and $350,000 of the budget has already been spent.

Implemented a mood chart to track the moods of the team and identified potential issues early on.

Ignored the issues and focused on completing the project as quickly as possible.

Offered incentives and rewards to high-performing team members to increase their motivation and reduce conflicts.

Hired new team members to replace those who are causing conflicts or are not motivated.

Set realistic timelines from the beginning and ensured the team had the necessary resources to meet them.

Pushed the team harder to meet the deadline, even if it meant sacrificing quality.

Negotiated with the sponsor to extend the end date of the project.

Continued to micromanage the team and provide constant supervision to ensure they stay on track.

Use a spreadsheet to track the tasks and their progress.

Implement a project management software that can manage tasks and progress.

Assign a team member to keep track of the tasks and report them in daily meetings.

Ignore the challenge and continue working on the project as usual.

Continue to report the KPIs as is and make no changes.

Create new KPIs and communicate them to the stakeholders.

Meet with the stakeholders to discuss and agree upon new KPIs.

Discontinue reporting KPIs altogether.

Collaborate with the project team to collect and compile the data needed to calculate the KPIs.

Forward the issue to the program manager and request their assistance in calculating the KPIs.

Collaborate with the finance team to calculate the KPIs based on the EVM performance indices.

Ask the project sponsor to provide guidance on how to calculate the KPIs.

Ignore regression tests for agile teams.

Decide when to run regression tests and which ones to use.

Run regression tests only at the start of a project.

Focus solely on new tests and never revisit old ones.

Implement a strict change control process to prevent any further changes to the project scope.

Increase the frequency of project status meetings to keep all stakeholders informed about the progress.

Direct the team to focus solely on the initial requirements to avoid any further scope creep.

Assign a dedicated individual responsible for managing requirements, using tools like traceability matrices or backlogs.

The team is likely efficiently adopting agile techniques.

There is no immediate need for external coaching.

The team may require additional coaching to enable frequent delivery.

The team should transition back to traditional project management.

A Gantt chart showing all change projects.

A kanban board indicating the status of each approach.

A financial spreadsheet outlining costs of each change.

A list of changes sent via email to all teams.

The team will commit to more stories to compensate for the absence.

The team will commit to the same number of stories as the previous iteration.

The team's commitment will be unrelated to the members' absence.

The team will commit to fewer stories, considering the reduced capacity.

Only focusing on end-to-end system-level testing.

Prioritizing documentation over experimentation.

Utilizing spikes.

Avoiding any form of testing.

The team has overdelivered and can relax.

The team is at risk for that delivery.

The burndown chart is not useful.

The team's initial estimation was perfect.

Ignore regression tests for agile teams.

Decide when to run regression tests and which ones to use.

Run regression tests only at the start of a project.

Focus solely on new tests and never revisit old ones.

Avoiding all types of testing.

Prioritizing technical practices from eXtreme Programming.

Relying solely on manual testing methods.

Focusing exclusively on end-user feedback.

Continue with the current prototype development, assuming users will adapt to the product with time.

Disband the current project team and form a new one to bring fresh perspectives.

Initiate a thorough review of the feedback, and quickly adapt the product design to better meet user needs.

Escalate the issue to higher management for a decision on whether to halt the project.