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PMI PMP Exam Questions Dumps


Exam Code: PMP
Exam Name: Project Management Professional (2024Version)

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PMI PMP Exam Questions


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PMP Exam Sample Questions:



During an iteration of a project, a planned activity becomes more complex. The work should be delivered in the shortest time possible. What approach should be used in this situation?

 

The team facilitator gets support from external team members

 

The team members bring in a specialist to help them

 

The product owner moves it to the product backlog

 

The cross-functional team member work together to complete the activity


The cross-functional team member work together to complete the activity


A cross-functional team is a group of people with different skills and expertise who work together to achieve a common goal. A cross-functional team is beneficial for agile projects, as it enables the team to deliver value faster, collaborate better, and adapt to changing requirements and customer feedback. When a planned activity becomes more complex, the best approach is to have the cross-functional team work together to complete the activity, as this allows the team to leverage their diverse skills and knowledge, share ideas and solutions, and overcome challenges and risks. The team can also communicate and coordinate more effectively, and ensure that the quality and scope of the activity are met. This is part of the Execute Project Work process, which aims to perform the activities that produce the project deliverables. The other options are not the best choices because they do not utilize the full potential and capacity of the cross-functional team. The team facilitator gets support from external team members (option A) may introduce more complexity and dependency, as the external team members may not be familiar with the project context, objectives, and processes. The team members bring in a specialist to help them (option B) may be helpful, but it may also create a bottleneck and dependency, as the specialist may not be available or accessible when needed. The product owner moves it to the product backlog (option C) may delay the delivery and value of the activity, as the product backlog is a prioritized list of features and requirements that the team will work on in future iterations. It may also create dissatisfaction and frustration among the team and the customer.





A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway Materials are not being delivered on time and this phase of construction is already behind for what was initially planned.

What should the project manager do first to prevent the project from going further off track?

 

Perform a risk assessment and define a risk response action plan.

 

Proceed with the project using management reserves to cover any delays or losses.

 

Propose a pause in this phase to save labor costs and asset depreciation.

 

Establish new partnerships with other suppliers in anticipation of any delays.


Perform a risk assessment and define a risk response action plan.


According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation. References: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.





A project manager is appointed for the deployment of a new solution The solution will be integrated into the environment by a third-party vendor This vendor just announced a delay in delivering a key component, which will impact the project schedule.

What should the project manager do?

 

Ask for expedited delivery of the component to mitigate the risk of schedule delays

 

Ensure that relevant stakeholders and expectations are identified and assess the component delay

 

Perform a detailed analysis of the release content for each component of the solution.

 

Propose a new design of the solution to replace the external component with an internal one


Ensure that relevant stakeholders and expectations are identified and assess the component delay


The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project. References: = PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis)





A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue?

 

Force the team members to work from one location

 

Develop protocols for resolving conflicts between team members

 

Obtain special expertise to advise the team members

 

Set up face-to-face meetings with project team members


Develop protocols for resolving conflicts between team members


According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds.

Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.





A project manager is struggling to figure out the performance of the project teams in an agile environment for the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.

Which team is performing better?

 

Team A as they have calculated fewer story points than team B.

 

Team B as they have calculated more story points than team A

 

The team that completes the most stories selected from the sprint backlog

 

The team with the least amount of defects in their deliverables


The team with the least amount of defects in their deliverables


According to the PMBOK Guide, one of the agile metrics that measures the quality of the team’s output is the Escaped Defect Rate, which tracks the number of problems found in the product after it has been released to the customer. The lower the defect rate, the higher the quality of the product and the customer satisfaction.
Therefore, the team with the least amount of defects in their deliverables is performing better than the other teams, regardless of the number of story points they have calculated or completed. Story points are relative estimates of the size and complexity of the work, and they may vary from team to team depending on their experience, skills, and definition of done. Comparing story points across teams is not a valid way of measuring their performance, as it does not reflect the actual value delivered to the customer or the business.

References:
PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1
How to Measure Agile Team Performance by Wrike Guide
37 Agile Metrics — The Complete Guide for Agile Teams by Aha!



How to Pass PMI PMP Exam?

Questions People Ask About PMP Exam

Project Management Professional (PMP) certification, offered by the Project Management Institute (PMI), is a globally recognized credential for project managers. It signifies a professional's expertise in managing projects efficiently, with a focus on best practices, methodologies, and standards.

To obtain a PMP certification quickly, begin by fulfilling the PMI’s prerequisites, which include a blend of education and project management experience. Next, enroll in a reputable PMP preparation course to grasp the material effectively. Dedicate time daily for focused study, utilizing resources and dumps4free PMP practice exam. Engaging in study groups can also expedite learning.

Preparing for the PMP exam involves a multifaceted approach. Start by thoroughly understanding the PMBOK® Guide, which is the exam's foundation. Supplement this with PMP prep courses, either online or in-person, for structured learning. Practice with PMP exam dumps to familiarize yourself with the format and time constraints.

PMP exam has a time limit of 230 minutes. During that time, you'll answer 180 questions. However, there are two optional 10-minute breaks you can take throughout the testing session to stretch or use the restroom.

PMP exam is widely considered challenging due to its extensive coverage of project management principles and practices. It tests candidates on their understanding of complex concepts and ability to apply them in diverse scenarios.

PMP certification is valid for three years. After that, you need to earn 60 Professional Development Units (PDUs) within that cycle to maintain your active certification status. PDUs are earned through activities like continued education, training, or giving back to the project management community.

PMP exam contains a total of 180 questions. These questions are a mix of multiple-choice, multiple responses, matching, hotspot, and limited fill-in-the-blank formats.

You have two options for taking the PMP exam:
1. At a Pearson VUE Testing Center
2. Online Proctoring

Here's how to find the best approach for you:

Assess your learning style: Do you prefer structured courses or self-study?
Use quality resources: PMBOK® Guide, Rita Mulcahy's PMP book, practice exams.
Consistency is key: Set a realistic daily/weekly study schedule and stick to it.

PMP training is designed to help you prepare for the Project Management Professional certification exam. These courses usually cover the knowledge areas and processes from the PMBOK® Guide and provide PMP practice questions and resources to help you apply those concepts in a real-world setting.