PMP Project Management Professional Exam Updated Dumps 2024

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PMP Project Management Professional exam updated dumps are available in 2024. We corrected some answers to some questions. This version is the latest one in the whole market. You can study the topics of People, Process, and Business Environment by practicing all updated PMP Project Management Professional exam dumps. Free Project Management Professional PMP exam updated dumps are available below.

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1. An organization is initiating a project that will be using new technology. The complexity of the project requires excellent technical skills. After reviewing the proposed project management plan, the project sponsor asks for options to reduce the labor cost without introducing risk to the project delivery.

What should the project manager do first?

Review the risk register and assign functional managers as resources.

Analyze the resource pool and assign internal resources who participated in past projects.

Perform an analysis of the key cost drivers and present alternatives.

Review the work breakdown structure (WBS) to ensure there are adequate resources.

2. A company is implementing a project with team members located in different countries and time zones. Individual performance is satisfactory, but the team's performance as a whole is low, especially in terms of group activities.

What should the project manager do?

Negotiate for new team members.

Review and update the communications management plan.

Review and reassign team assignments.

Facilitate communication and team building.

3. A project manager is using an agile approach. During the sprint planning meeting, the product owner flagged a backlog item as high business value and easy to implement. However, the other team members identified a high dependency between this item and another item that is flagged as low business value and high complexity.

What should the project manager do to support the backlog prioritization?

Prioritize the item flagged as high business value and low complexity for this sprint.

Support the team to move both items to the next sprint when the team will know more.

Facilitate the discussion until the team reaches an agreement about the two items.

Prioritize the item flagged as a dependency with low business value and high complexity.

4. Project stakeholders are engaged in a discussion on how to achieve the best user experience in the design of a new application. The agile team is divided on the approach. The conflict is more of a collective disagreement than an outright conflict.

What should the project manager do next?

Apply appropriate conflict resolution techniques to solve the issue.

Call a team meeting to have a formal discussion of the issue.

Allow the team to work through it on their own unless help is needed.

Engage in individual conversation with each team member.

5. A stressful situation has presented some challenges for the team. The project manager notices stress behavior in some of the team members, and it is beginning to spread across the group. The project manager needs to coach the team to change their mindset in order to be more efficient.

What should the project manager do?

Establish a productive environment where all team members can assist one another with the workload.

Create an environment of respect and fairness so the team can increase their project performance in stressful situations.

Meet with the team to discuss the correct, expected behavior in stressful situations and start practicing it.

Ensure that people care about each other and work effectively together through effective team management

6. A project manager is tasked with developing a coaching model to support and recognize team members' growth.

What should the project manager consider when defining their coaching strategy?

Established patterns of communication

Organization's strategic goals

Individual and personal objectives

Project team's shared objectives

7. A project manager has just been appointed to a project that has two major deliverables. Both deliverables have the same level of priority and are to be delivered at the same time. The members of the team are complaining about the lack of information regarding which deliverable needs to be finished first.

What should the project manager do?

Ask key stakeholders to cancel the project due to the difficulty of executing both deliverables at the same time.

Ask the team to start working on the easiest deliverable first so they gain experience to execute the second deliverable.

Meet with the project sponsor and key stakeholders to assess each deliverable's value to the organization and set execution priorities.

Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.

8. DRAG DROP

A production team will soon begin their first agile project. No one in the team or management has agile knowledge. The training manager can only fund three enrollments.

Match the team role on the left to the correct training course on the right. (Use all three of the team roles.)

9. A project is on its fifth iteration out of six. One member of the team has left the company unexpectedly.

What should the project manager do next?

Detail the reason for the project delay in the status report.

Invite the stakeholders to discuss a mitigation plan.

Take on some of the necessary work to minimize the impact.

10. While a project manager is trying to build the first baseline for a project, a change request is being sent from one of the functional managers.

What should the project manager do?

Discuss this with the functional manager and related parties.

Reject the functional manager's change request immediately.

Analyze the impact of the change request on the project.

Apply for a formal change control board (CCB) approval.

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11. Acompany recently adopted agile to develop innovation projects. The project manager is experiencing problems with some team members who consider some agile ceremonies to be unnecessary.

What should the project manager have done before the beginning of the project?

Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.

Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the project.

Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.

Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine.

12. An agile project for a database migration impacts nearly all business units of the corporation. Every effort has been made to complete the migration before the end-of support date for the database platform. Anew impediment now implies the need to continue use of the old platform another year at a higher support price.

What should the product owner do about this situation?

Reprioritize the backlog based on value and cost of delay divided by duration.

Reprioritize the backlog based on story size and competence availability.

Remove low-value items from the backlog to compensate for the higher cost.

Switch to a predictive approach to prevent any further delays to completion.

13. A hybrid project has just deployed, and the project manager is planning project closure with lessons learned workshops. A key stakeholder informs the project manager that having the Scrum team in the workshops is a waste of time because the project was delivered successfully.

What should the project manager do?

Ask the Scrum team members to share retrospectives.

Ask the scrum master to attend the workshops.

Invite the Scrum team members as optional participants.

Invite the Scrum team members as mandatory participants.

14. During the closing process, the project manager learns that one deliverable is not meeting customer expectations.

How should the project manager proceed?

Contact the project sponsor and ask for help in negotiating the closing of the project with the customer.

Ask the customer to issue a change request with the information to analyze and provide a solution.

Review the deliverable requirements, check the customer approval criteria, and proceed accordingly.

Meet with the customer to reach agreement on the scope of the deliverable that will satisfy both parties.

15. A project team is trying to meet the milestone target dates in order to receive a bonus promised by the project sponsor. Unforeseen challenges and poor communication among the team members resulted in mistakes and delays. Tensions are high, and the sponsor is concerned.

What should the project manager do?

Schedule a team-building activity to boost the team's morale.

Discuss with the team how the project objectives can be met.

Organize a team meeting to remind the team of the ground rules.

Request that the sponsor increase the bonus for high performers.

16. A distributed project team has communication issues because of their collaboration tools.

The team feels that efficiency could be improved by changing the collaboration platform.

What should the project manager do?

Discuss this with the project team and select the appropriate tools.

Inform the project team to continue using the current tools.

Implement the communication tools used by other project teams.

Escalate the issue to the sponsor and ask them to decide.

17. A project manager is managing a large project. During a review meeting, the project manager discovers that one of the team members who use to be a high performer was not able to complete their work on time.

What should the project manager do?

Talk to the team member to determine why their performance changed.

Talk to the team member and a human resources (HR) representative.

Talk to the team member's manager to provide more training.

Talk to the project lead and ask them to allocate less demanding tasks.

18. A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions.

What should the project manager do to ensure that the project is ready to move to an operational state?

Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.

Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

Review the project approval requirements in the project charter and confirm who will be approving the project.

Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.

19. A project manager is assigned to a multiyear project. During project execution, the customer delegates a new representative who contacts the project manager directly with a concern about their participation in status meetings. The representative wants to contact team members directly.

What should the project manager do next?

Send the new representative the approved project management and communications management plans.

Reach out to the customer directly for assistance in incorporating the new representative into the project management plan.

Meet with the project sponsor to discuss how to incorporate the new representative in the project.

Meet with the new representative to determine their understanding of the project and address their concerns.

20. A project team is conducting sprint planning. Based on the estimated effort, only 95% of the items included in the sprint may be delivered. The product owner asks the project manager for advice on how to prioritize the backlog items.

What should be used to prioritize the backlog items?

Risk to delivery

Technical complexity

Business value

Estimation accuracy

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21. A customer’s technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.

What should the project manager do next?

Receive an agreement from the product owner and add the new story to the product backlog.

Agree with the project team to modify and delete some of the stories in the current sprint backlog.

Obtain approval from the project team and add the new story to the product backlog.

Negotiate with the scrum master before adding the new story to the sprint backlog.

22. A project is starting its sixth iteration out seven. During the daily meeting, a team member explains that a key function will take longer to complete than originally anticipated.

What should the project manager do?

Update the issue log and escalate the problem to the project sponsor.

Ask for a project extension to deliver the committed scope.

Review the options and possible solutions with the project team.

Ask for help to increase the team capacity to deliver on time.

23. A project manager is leading a technically complex project. The project is part of a strategic program of work and the first to use an agile approach. One of the board members is interested in attending a meeting to see how the delivery of the project scope is progressing.

What should the project lead do?

Invite the board member to the next daily standup.

Invite the board member to the next sprint retrospective.

Invite the board member to a separate demo.

Invite the board member to the next sprint review.

24. A project team has been working together for about 2 years. One of the team members has consistently shown high performance and stood out among their peers during the execution of the project.

How should the project manager recognize high performance?

Thank the team member privately to avoid conflict among the team members.

Acknowledge the high-performing team member in the next team meeting.

Choose a reward for the team member that aligns with their personal goals.

Ask the sponsor to approve a bonus for the high-performing team member.

25. A construction company is executing a building contract that includes firm milestones for replacing certain components of the building. During execution, the client complains that the new components do not meet the requirements.

What should the project manager have done to prevent this from happening?

Defined acceptance criteria in a quality checklist agreed upon before starting the build phase

Approved a detailed change management process before starting the build phase

Provided compensation for issues due to the variance in the agreed-upon requirements

Continuously communicated the changes in the work plan and the agreement to the client

26. An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully.

What should the project manager do to reduce the risk of project failure?

Ask the sponsor to add experienced professionals to the team.

Assign a dedicated resource to check the quality of each deliverable.

Approve the appropriate training program for team members.

Provide team members with the necessary coaching and mentoring.

27. A project with a hard timeline is starting its first iteration out of six. The project team is lacking the necessary skills to execute.

What should the project manager do?

Allow the team to proceed as they attempt to meet the timeline.

Add a subject matter expert (SME) to the project team.

Invite stakeholders to discuss a mitigation plan to finish on time.

Fill the skill gap personally to execute the project.

28. A project manager is leading a project with strict time constraints. In team meetings, one of the team members is always silent. The project manager determines that this team member is not knowledgeable about the technology solution. The project manager is concerned that this problem will impact productivity.

What should the project manager do?

Assign an experienced team member to work with this member on a daily basis in order to become knowledgeable about the technology.

Arrange formal training for this member to gain sufficient knowledge to reduce the impact on team performance.

Let this team member understand the urgency and encourage them to spend extra time to become knowledgeable about the technology.

Let the team lead the meeting discussions so that every member has a chance to prepare and speak up.

29. An agile project has a broad set of product features intended for different user profiles and usages. It is difficult to define common acceptance criteria that can apply to all the features.

How can the project manager ensure that the appropriate acceptance criteria are applied to the features?

Define the acceptance criteria and specific functional test cases only after analyzing the user feedback from testing the early feature release.

Integrate the acceptance criteria review into the definition of ready (DoR) for each feature and associated tests into the feature's definition of done (DoD).

Use the broadest set of acceptance criteria to ensure that all features have a common quality baseline and associated functional test cases.

Integrate the specific tests into the definition of ready (DoR) for each feature and the acceptance criteria into the feature's definition of done (DoD).

30. At the end of a project's initiation phase, the budget was developed and sent to the approval board. During the approval meeting, one of the key stakeholders asked how the budget was developed for future uncertainties.

How should the project manager reply?

Recurrent team meetings are planned to control the budget against future uncertainties.

Probabilistic analysis was used to develop the budget to address future uncertainties.

The budget was developed by using the lessons learned from previous project data.

Feedback from stakeholders will be addressed at each board meeting to adapt the budget.

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31. A consultancy firm is finally selected and contracted for a project following an extensive and competitive procurement process. A few months into project execution, the client asks the project manager why the consultant is contracted for only 18 months instead of the full 32-month-long project. The project manager will need to carry out an unplanned second bidding process to ensure services are in place until the end of the project.

What should the project manager have done to prevent this?

Developed a detailed, phased procurement management plan including all activities required and had the client approve it.

Included the client in all negotiation phases with the consultancy to obtain their advanced approval before signing the contract.

Prepared and negotiated a second contract with the consultancy firm for the remaining 14 months after the first contract signature.

Agreed beforehand with the client on the frequency of reporting on the status of the procurement activities within the project.

32. Midway through the execution of an agile project, there is a shift in the strategic objectives at the organization level to promote digital transformation.

What should the project manager do next?

Prepare a user story to handle the change and assign it to the next iteration.

Escalate to the product owner and cancel the upcoming iterations.

Update the risk-prioritized backlog with the strategic change.

Schedule a meeting with the team to assess the impact of the change.

33. During the execution of a construction project, one of the neighboring businesses is complaining that the current building height does not agree with the initial project plans.

What should the project manager do first?

Ask the neighbor to leave the site immediately because the site is on private property.

Inform the neighbor that all of the project documentation has been approved.

Inform the neighbor that the complaint will be escalated to the project sponsor.

Ask the neighbor to submit a formal complaint about their concerns.

34. A team realizes that there is no access to data that the project depends on to complete the current iteration. This dependency was known; however, the team is unsure of the available options to remove this obstacle.

What should the project manager do next?

Guide the team to determine alternatives.

Move the dependent task to the next iteration.

Escalate the issue to the company's IT manager.

Escalate the issue to the project sponsor.

35. Acompany routinely outsources resources for specific core activities. Due to a sudden, unforeseen risk, all of the team members are needed to work remotely, including the outsourced ones.

How can the project manager address this challenge to assure outsourced vendors deliver?

Review the coordination and communication costs with the supplier.

Develop a new strategy for communication and management of resources.

Review the risk management plan for the mitigation activities.

Submit a change request to increase the contingency budget.

36. In the middle of an iteration, an agile team working on the development of a new product was notified that an important team member will leave the project for a few weeks due to some urgent personal issues.

What should the project manager do regarding the activities that were the responsibility of this team member?

Reach an agreement with the team on how to handle the situation.

Reach out to the procurement team to hire a substitute for the team member.

Allow senior management to decide how to proceed with the project.

Convince the team member not to leave until the project is completed.

37. A project manager is managing an agile project for the first time. Early on, the project manager discovers the team is struggling to agree on the scope of a feature during a sprint.

How should the project manager help the team resolve the issue?

Direct the senior-most member to determine the scope on behalf of the team.

Discuss this with the team and decide what the scope of the feature should be.

Ask the team to log the story in the product backlog and move on to the next feature.

Encourage the team to collaborate to resolve their understanding of the feature.

38. A company is going through structural changes. A couple of people will leave the company as their positions were made redundant. The team members are unhappy as they do not understand why the changes are being made when the project is on track.

What should the project manager do?

Advise the team to continue their work as planned because the schedule cannot be changed.

Organize a team meeting to discuss the changes and their importance for the company.

Advise the team that the changes were decided by the CEO and must be implemented.

Inform the project sponsor about the team's unhappiness and ask for overtime pay.

39. A team is preparing the closing phase and building a plan for the next phase. One of the project sponsors is complaining that the last phase had some quality deliverable issues. However, the quality acceptance document was signed.

What should the project manager do?

Reopen the quality acceptance documentation to add the sponsor's complaints.

Schedule a quality review meeting and include the sponsor's complaints.

Review best practices and lessons learned and apply them to the project plan.

Postpone the next project phase until the impact of the quality issues is assessed.

40. A project manager is leading a project team composed of members with varying levels of knowledge and experience. Some are experts and some have less than 1 year of experience. The project schedule was approved by the steering committee.

What should the project manager do?

Ask the less-experienced members to perform tasks exactly as they are instructed by the experienced members.

Ask each experienced member to be the mentor to one of the less-experienced members.

Ask the more experienced members to review all of the tasks performed by the less-experienced members.

Ask the resource manager to replace the less-experienced members with more experienced team members.

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41. A project manager is assigned to a global project with dispersed team members. Previously, when working with remote teams, the project manager observed that team members do not tend to produce quality work.

What should the project manager do to ensure the project is completed on time with quality?

Encourage the team to participate in a peer evaluation activity by the end of the project.

Introduce the use of time sheets and ask team members to review and submit them regularly.

Arrange regular team meetings for the team to update one another on the progress of their assigned tasks.

Meet with the team together and in one-on-one meetings to set clear, shared targets.

42. A project manager is preparing to start a new project in which the team members are distributed geographically across different countries. The project manager is using the communications management plan to engage the team members and find a communication method that suits everyone.

How should the project manager continually evaluate the effectiveness of the virtual team's engagement?

Collect feedback from the team to discuss alternatives to enhance the communication.

Conduct individual meetings to create a trusting environment with team members.

Establish periodic face-to-face meetings and address the communication topic.

Hold meetings in accordance with the team members’ preferences and availability.

43. A project manager is managing the transition to operations. The project sponsor wants to ensure that good support is provided to the end users.

What should the project manager do?

Ensure that the user guide is detailed and has clear instructions.

Ensure that comprehensive documentation is handed over.

Ask the project team to provide operational support for 1 year.

Ensure that knowledge is transferred to the operations team.

44. A project sponsor would like to include a new deliverable. The sponsor contacts the project manager in order to seek advice on the most efficient approach to complete the deliverable within the next 2 months.

What should the project manager do?

Change the project methodology in order to achieve completion of the deliverable within 2 months.

Advise the sponsor that it is not the project manager’s job to evaluate the project.

Suggest that the sponsor conduct a cost-benefit analysis to determine feasibility.

Use the management reserve in order to expedite completion of the deliverable within 2 months.

45. A project manager is working on a unique project that is dissimilar to the project nature of the organization. The project manager is tailoring the artifacts for this new project.

Who should determine which artifacts should be used in the project?

The project sponsor should select the project artifacts that the project manager and project management team should use in the project.

The project manager and project management team should use the standard project artifacts from the database.

The project stakeholders should meet and determine the project artifacts to be used by the project manager and the project management team.

The project manager and the project management team should select the appropriate artifacts for use in the specific project.

46. A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects.

How can the project manager strategize the use of a hybrid approach to the organization?

Present the benefits of a hybrid approach to key stakeholders to get their support.

Create a project change request to execute the project using a hybrid approach.

Send a letter to the project management office (PMO) requesting to use a hybrid approach.

Submit a notification to the project team confirming they will be using a hybrid approach on the project.

47. A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process.

What should the project manager do?

Ask the project sponsor to expedite the vendor selection process.

Contact the vendor that supplied similar equipment for a previous project.

Use the existing equipment and replace it later with the new equipment.

Work with the procurement team to find alternative options.

48. A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.

What should the project manager do in this situation?

Schedule a meeting with the reluctant project stakeholder to obtain their feedback.

Meet with all seven of the project stakeholders and request all of their feedback.

Explain to the sponsor why the reluctant stakeholder needs to provide feedback.

Host a meeting with the reluctant stakeholder and project team to resolve any conflict.

49. A project is about to start with a global project team. Travel is not a viable option for project team members, so most will participate virtually.

What should the project manager do to engage the team?

Have one-on-one meetings with team members to improve communication.

Ask human resources (HR) for team-building recommendations.

Schedule weekly team meetings to encourage collaboration.

Invest in a virtual collaboration/colocation environment.

50. An agile team is in the early phases of the development cycle for a project; however, they have already begun to deliver functionality to the customer. The team has identified risks to the project and are working on developing the mitigation strategy.

What should the project manager do next?

Incorporate and prioritize the risks in the risk register according to impact.

Escalate the risk to the project sponsor and steering committee.

Implement the risk mitigation strategy according to the highest impact.

Determine if any of the new risks have any financial impact.

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51. A project manager had to schedule additional planning sessions to add requirements from an international stakeholder. The stakeholder expressed concern about the product not meeting the client's needs.

Which factor should the project manager have considered when developing the product?

Stakeholder's location

Responsibility matrix

Stakeholder's needs

Availability of resources

52. A multicultural team is working on a project. After a few months of observation, the project manager realizes that two team members are not responding to the construction manager properly. The project manager spoke to the team members individually and found that both had cultural differences with the construction manager.

What should the project manager do to improve the situation?

Ask the team members to tolerate the cultural differences as they have a different cultural background.

Ask the construction manager to meet with the two team members to resolve the situation.

Provide the construction manager with instructions on how to resolve the situation.

Discuss the team members' concern with the construction manager and seek solutions.

53. A key stakeholder who is highly involved in the project claims that the reports sent by the project team are inadequate.

What should the project manager do first?

Ask the project team to review and modify all of these reports.

Ask the sponsor to meet with the stakeholder to diffuse the situation with the reports.

Explain to the stakeholder that these are the approved templates for the reports.

Ensure that the reports comply with the communications management plan.

54. A project to build a new energy plant was just completed. However, a few days before operation of the plant, the local community protested and closed access to the plant. They argue that an important natural reserve was impacted and prior consultation was not done by the project team.

What should the project manager verify first?

Stakeholder engagement plan

Risk management plan

Business case

Cost-benefit analysis

55. A project is currently in the execution phase. Because of the complexity of the project and the large number of regulatory requirements involved, the project manager decides to hold a management review with senior executives to ensure the successful implementation of project deliverables.

What should the project manager review during the management review to ensure the meeting is effective?

The deliverables that are performing well and those that need more work.

Metrics and key performance indicators (KPIs) that objectively reflect the status of deliverables.

Potential changes to the project's strategy and the feedback from senior executives.

Specialized reports created specifically for the meeting as per directions from the project sponsor.

56. A project manager has recently been assigned to a new project. When the project manager first meets the project team, the team tells the project manager that all of the management plans and documents for the project are missing.

What should the project manager do?

Ask the stakeholders to develop all of the project artifacts so the project team can continue their scheduled activities.

Create the project management plans with the project team and share the documents with the stakeholders.

Continue working on scheduled tasks to avoid delaying the project and leave the development of project artifacts for later.

Adapt the project management plans and documents from previous executed projects in order to save time.

57. A project manager has just received communication from an operational functional manager to complete an additional scope item for a project that was formally closed a few weeks ago. The scope looks relatively small and simple to handle as part of the daily operations activity.

How should the project manager deal with this request?

Submit a change request and allocate the budget and resources needed for execution.

Confirm that the budget and resources are available to execute the work request.

Check the alternative resources available in the organization for the request.

Evaluate the nature of the request and plan communication accordingly.

58. A town wants to build a community center and has appointed a project manager. A site was found, and all of the necessary approvals and governance were completed. When the project kick-off was held, it was discovered that a local farmers' group was not consulted, and they use the site for a monthly market.

What should the project manager do to move forward with the project?

Continue building the center as the farmers' group does not need to be consulted.

Document a risk related to the impact that the farmers' group could bring to the project.

Request that the project sponsor discuss compensation with the farmers' group for the lost business.

Discuss the project objectives with all stakeholders, including the farmers' group, and review their requirements. :

59. All project team members refer to the project manager for various decisions. This causes delays for some tasks, as the project manager is usually preoccupied in meetings throughout the day.

What should the project manager do to prevent these delays?

Review the Pareto diagram to identify the source of delays.

Meet with the team in 2 weeks to respond to all of the open tasks.

Consolidate the decision-making authority to remain with the project manager.

Delegate the decision-making authority of some tasks to the team.

60. A project manager schedules virtual daily standup meetings for a project, but half of the team members regularly join late or miss the meeting all together.

What should the project manager do?

Discuss ground rules with the team that will include daily meetings.

Use one-to-one virtual meetings because they are more efficient.

Ask senior management for coaching regarding this situation.

Agree on a new time and reschedule the daily standups.

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61. A mandatory compliance requirement that will impact the project software is introduced during the execution phase of an iterative project. The team is aware of the compliance requirement.

What should the project manager do next?

Update the product backlog item with this new requirement.

Escalate the issue of project impact to the project sponsor.

Escalate the issue of project impact to the product owner.

Update the stakeholder register to include the requirement owner.

62. A project manager is performing the scrum master role for a project team of developers. At the daily standup, a couple of developers complain about the noise from a neighboring team, the performance of their laptops, and the difficulty in booking meeting rooms.

What should the project manager do?

Acknowledge the impediments and facilitate their resolutions.

Note the impediments and escalate them to the product owner.

Note the impediments and work on addressing them later.

Assign actions to all stakeholders and oversee their implementation.

63. A project manager holds periodic progress review meetings to discuss issues.

What should the project manager do first on the agenda?

Produce lessons learned documentation.

Elaborate the risk mitigation strategy and risk register.

Formulate project management plan integration.

Update resolution approaches and action assignments.

64. A company is implementing a growth strategy by constructing a new production facility, which will soon move into the operation phase. Although a governance policy was already in place, the company must comply with new financial regulations that have been recently implemented. Compliance with the regulations will cause a major change in project scope.

How should the project manager respond to this requirement?

Proceed with the existing company governance policy.

Perform an analysis to assess the impact on the project.

Directly comply with the financial regulations.

Escalate the issue to upper management and let them decide.

65. Anew project manager was assigned to a project during implementation. The project manager realized that new tax policies are creating a risk for a cost overrun by 25%. The project manager updated the risk register and kept the project running as normal. The CEO has announced that the project could be cancelled since the acceptable cost overrun is only 20%. The project manager was quite surprised as this was new information.

What should the project manager have done to avoid this?

Implemented the communications management plan properly.

Ensured the risk tolerance of the company was properly updated.

Provided a proper risk response.

Implemented the stakeholder engagement plan correctly.

66. During the early phase of a project, the requirements documentation was not approved. It was identified that the leader of a user party was not included in any of the requirements collection communications.

Which of the documents was likely missed or outdated?

Business Documentation

Stakeholder Register

Risk Register

Project Charter

67. During execution of a complex project, the project manager encounters numerous change requests from various teams. These changes may result in the project not meeting its objectives.

How should the project manager ensure that these changes are managed effectively?

Include the changes in the backlog and review priorities with the product owner.

Record the changes using the risk register and continue monitoring.

Deny the change requests and keep delivering the project as planned.

Review the project and communications management plan with the main stakeholder.

68. A project manager is working on a large IT project. During a review for one of the deliverables, a stakeholder raised a concern about the final product.

What should the project manager do first?

Set up a meeting with the product owner to discuss the stakeholder's concern.

Discuss this with the team and review the project requirements documentation.

Set up a meeting with the sponsor to discuss the details of the deliverable.

Discuss this with the team and put the stakeholder's concern in the issue log.

69. A project manager analyzes the cumulative flow chart and identifies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identified.

What should the project manager do to address the issue?

Onboard a new project team member who has testing skills.

Provide training to the entire team so they all will be able to perform tests.

Support the team to identify an approach to resolve the problem.

Ask the development team to slow down so the testers can catch up.

70. During a monthly review meeting, a high-performing team member raised a concern about the quality feedback mechanism. The team member expressed that they are not able to deliver high-quality output.

What should the project manager do first?

Assign the work based on the skill sets of team members.

Request feedback from stakeholders about the quality delivery.

Assign the work in consultation with the functional manager.

Discuss this with the team and review the quality process.

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71. A project charter has been approved and the project manager has been assigned to the project. The project manager is currently working with the project team to subdivide the project work packages.

What is the project manager doing?

Network diagram

Decomposition

Work breakdown structure (WBS)

Resource leveling

72. A project manager was recently assigned to rescue a high-priority project for an Olympic facility. The project is behind schedule, with a heavy contractual penalty. The former project manager had numerous conflicts with the project team members and a few stakeholders.

What should the project manager do first?

Review the project schedule and ask for the contingency reserve to crash the project.

Meet the project team and stakeholders to identify the root cause of the issue and develop a solution.

Review the lessons learned register with the former project manager in a private meeting.

Meet the project team to assert authority and reassign the project tasks for a timely delivery.

73. A project manager is leading a cross-departmental project that involves many stakeholders. During the project, the project manager observes that the stakeholders are diverse and have different expectations about how the project should be handled. This leads to frequent confusion and misunderstandings among the stakeholders.

What should the project manager do to integrate the diverse stakeholder groups?

Advise the team members to focus on project work and avoid getting distracted by the stakeholders’ disagreements.

Hold separate meetings with the individual stakeholders and escalate their concerns to the project sponsor.

Develop a joint quality policy for the project and seek a commitment by all of the departments.

Analyze the probability and impact of the risks linked with the situation and implement the proper response plan.

74. A project team is completing a design, while another team in a different country is performing implementation.

How should the project manager communicate the design to the implementation team?

Send a detailed email with the completed design document.

Conduct a workshop with all of the stakeholders.

Conduct a workshop with both of the teams.

Upload the design documents into the project repository.

75. A project is being executed. The project's life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects.

What should the project manager do?

Support the decisions of the team and transfer the decision making responsibility to them.

Consult the product owner about letting the resources make decisions.

Schedule a steering committee meeting and obtain their approval on the request.

Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions.

76. A large matrix organization is adopting a new communications approach. This is necessary because their projects often require the resourcing of expert knowledge in the form of specialists from various departments and divisions.

What should the project manager do to set up effective communications?

Plan on transmitting the information in an easily understandable manner.

Focus on the recipients’ needs and not the information itself.

Use the highest possible technical language and avoid using metaphors.

Ensure that messages sent to the recipients are delivered.

77. An agile team is brainstorming and prioritizing all of the risks according to severity.

What should the team do about the identified risks?

Mitigate the risks that are applicable to the current and following iterations.

Focus on the project deliverables rather than the documented risks.

Agree that any issue can be handled when it becomes a problem.

Acknowledge that the risks will be handled in the corresponding iteration.

78. A project team is prioritizing the creation of project artifacts and enforcing it rigidly, while they face issues with delays in deliverables.

How should the project manager respond?

Facilitate the implementation of an automated tool for the team to manage project artifacts.

Implement stricter controls so that project artifact creation is given the utmost importance.

Recognize the team's efforts for documenting artifacts and motivate them with an incentive mechanism.

Advise the team that solely focusing on artifacts will not produce successful project deliverables.

79. A member of the project team always extends discussion topics, taking more time than necessary during project team meetings. Other team members feel this member is not being considerate of their time.

What should the project manager do?

Explain to the team that open discussions are needed but remind the team to follow the ground rules.

Ask this member to only discuss the current topic to achieve team efficiency.

Ask the team to accept the input from this particular member as their input may be useful.

Allow the self-organized team to discuss the situation among themselves and come to a resolution.

80. A project team is planning the next sprint review. The project lead receives an email from a senior manager asking for a project status using a template that is more detailed than the one used for monthly reports sent to the project management office (PMO). The team uses an electronic product backlog and a kanban board to track the progress.

What should the project manager do next?

Modify the PMO template to include the information.

Contact the senior manager and discuss their needs.

Give the senior manager access to the product backlog.

Organize a review of the kanban board with the manager.

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81. A new project needs to be submitted for urgent funding approval. The project, which will use a new technology, is vital to the organization. The entire Scrum team has worked together for over 3 years on multiple projects and delivered the previous project under the approved budget.

Which estimation technique should the project manager implement in this context?

Budget estimate

Definitive estimate

Story points

Order of magnitude

82. A key project team member is out on sick leave in the middle of a critical project iteration. The project sponsor learns that any delay with the end-of-iteration release will displease the business stakeholders. Although all team members are cross-functional, they are also working close to full capacity.

What should the project manager do to address this situation?

Discuss the issues with the sponsor to fully convey the problem of the unavailable resource and the amount of work being done. shared.

Discuss this with the sponsor and hold a meeting with the stakeholders so all of the team challenges can be shared.

Discuss this with the team so they can complete the work of the unavailable team member and aim for the release deadline.

Discuss this with the team so they are able to reprioritize critical tasks and aim for the release deadline.

83. A customer reviewed the plan for a project with high uncertainty. The customer expressed concerned about the work requiring SO many iterations with a risk of not reaching the mandatory delivery date.

Which approach should the project manager use in this situation?

Hybrid approach

Predictive approach

Kanban approach

Agile approach

84. A project manager is leading a hybrid project and is collaborating with the client to develop the project contract.

Some delays have been experienced due to unforeseen technical difficulties and new dependencies. However, the project manager is optimistic about recovering the delays in the upcoming sprints. A key stakeholder asked the project manager if the contract deadlines can be met.

What should the project manager do first?

Study the contract terms and deadlines to ensure they are not under risk and confirm them with the stakeholder.

Clarify the current work progress, causes for delays, existing risks, and planned corrective actions.

Submit a request for extra time and budget related to the dependencies and technical difficulties.

Ask the stakeholder to remain calm and confirm that they are participating in all team meetings.

85. A vendor project manager and team are implementing a software solution across the organization. A customer stakeholder who was not present during the sales process is demanding that the team implement requirements that are out of scope without adding additional cost to the project.

What should the project manager do next?

Escalate the issue of the additional requirements to the executive leadership team.

Refer the stakeholder to the delivery specifications in the statement of work (SOW).

Implement all the requirements the customer has requested.

Adjust the scope baseline and schedule baseline accordingly.

86. During the execution stage, the project manager discovered that one team member is not able to complete their work on time and is running later than expected. This delay may potentially impact a project milestone.

What should the project manager do first?

Discuss with the team and assess the reasons that led to the delay.

Discuss with senior management and seek their guidance.

Request the team member's manager to find a solution.

Assign more resources form other teams on the late work.

87. A stakeholder informs the project manager about a few compliance-related gaps and issues. The stakeholder then presents several suggestions to the project manager to address the issues.

What should the project manager do?

Use the compliance issues to identify coaching and mentoring opportunities.

Log the feedback from the compliance gaps in the lessons learned register.

Review this with the project sponsor to avoid compliance gaps and issues.

Discuss the suggestions with the staff responsible for the compliance issues.

88. An organization is transitioning to agile delivery, and a new team has been assembled. A project is not going well because the variation of the team velocity is very high and every sprint delivers less than committed. A new project lead with a strong technical background has been assigned to the project.

What should the project lead do?

Ask that estimations be provided only by senior developers.

Allocate more time for estimation in the sprint planning.

Review and update the estimations in the daily standup.

Recommend a different estimation method in the retrospective.

89. A project manager is reviewing a draft of the project charter with key stakeholders. During the meeting, a conflict occurs between the sponsor and the product owner.

How should the project manager deal with the situation?

Postpone the meeting and invite a subject matter expert (SME) to join the next meeting.

Continue the meeting and ask the project sponsor and product owner to take their discussion offline.

Postpone the meeting and ask the project sponsor and product owner to take their discussion offline.

Continue the meeting and use facilitation techniques to improve communication within the team.

90. A project team has finished its first iteration out of six. The iteration's delivery performance (velocity) was 50%.

During the iteration retrospective, the team realizes that the complexity of the work was underestimated.

What should the project manager do?

Update the issue log and escalate it to the project sponsor.

Meet with the team to review internal actions to resolve the situation.

Ask the technical manager to help the team with the issue.

Ask to replace some team members with more experienced ones.

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91. At the end of a project, the project manager was asked to provide a performance rating of the project team members.

What should the project manager mainly make reference to?

Feedback from the project sponsor

Agreed-upon key performance indicators (KPIs)

Input from project stakeholders

Competencies of team members

92. During a project's execution phase, two team members are having conflicts with other team members within the team on technical and interpersonal levels.

Which two actions should the project manager take first to address this conflict? (Choose two)

Ask human resources (HR) to intervene before it escalates and affects the team's performance.

Arrange individual meetings with the team members who cannot work together effectively.

Address the conflict during team meetings for the entire team to participate and find solutions.

Discuss the conflict early among the affected team members using a direct, collaborative approach.

Plan to resolve the team members' conflicts after the sprint and focus on achieving the goal.

93. A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.

What should the project manager do?

Provide appropriate training to compensate for the mismatch.

Emphasize to the teams the importance of meeting the agreed deadlines.

Update the project schedule to reflect the delay.

Accept the risk of the project missing deadlines due to the mismatch.

94. A project manager is leading a project in an organization that has a functional structure. The project manager has been informed by the team that the tasks related to the purchase of services are taking too long, as the purchasing department has other priorities.

What should the project manager do?

Modify the project schedule to accommodate the delays in the purchase of services.

Request that the purchasing tasks be outsourced through an existing purchasing vendor.

Meet with the purchasing manager to find the source of the delays and agree on a purchasing schedule.

Ask the project team to keep developing other tasks that do not depend on the purchase of services.

95. A multiyear resource constraint project is midway through the execution phase. During a progress update meeting, it has been determined that there might be a schedule delay to deliver the project. The project manager has observed that all of the team members are working hard and lots of deliverables have already been completed.

What should the project manager do immediately about this situation?

Ask the project planner to identify the critical path and respective delayed activities, and then investigate the reasons for the delay.

Prepare a monthly report by highlighting the completed deliverables and communicate the delay to management.

Register the schedule risk and present the new resources requirement to the change management board for schedule recovery.

Ask the scheduler to update the schedule with the percent of work in progress (WIP) and communicate the results to the team.

96. A few developers have identified a list of impediments at the daily standup and are asking for the project lead's assistance in prioritizing them. There are a few complex backlog items, and a new junior tester has identified a few compliance defects. The product owner and a couple of developers will be leaving the project team, and the contract with the test and production support partner will not be renewed.

Which issue should the project lead focus on first?

Developing a new contract for production support.

Finding a new product owner to prioritize the product backlog.

Regulatory compliance issues discussed in the meeting.

Recruiting, onboarding, and training new developers.

97. In an industrial plant, the owner has decided to add more capacity to the plant by installing a new machine and updating the software used in production. This capacity enlargement will occur while the plant is still functioning and producing. The software update will be accomplished using an agile approach in order to minimize risk. The machine procurement, installation, and integration will be accomplished using predictive approaches.

What types of communications will the project manager have to design into the schedule management plan to ensure the project will be on schedule?

Biweekly written status reports from the relevant stakeholders

Weekly colocated meetings with the relevant stakeholders

Biweekly conference calls with the relevant stakeholders

Weekly one-on-one meetings with each of the relevant stakeholders

98. In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review.

What should the project lead do?

Ask the developer to postpone the leave until the backlog item is delivered.

Ask the development manager to provide a replacement for a couple of days.

Work with the product owner to change the priorities in the sprint backlog.

Work with the product owner to inform the users that the feature is delayed.

99. A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk.

The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action.

Which document should the project manager review with their team?

Risk management plan

Quality management plan

Communications management plan

Procurement management plan

100. Project acceptance criteria include on-site training for the new users of a system. Due to unforeseen circumstances, all team members have to work remotely for an indefinite period of time.

What should the project manager do?

Reschedule on-site training to online sessions.

Create a risk and assign remediation actions.

Cancel all of the on-site training sessions.

Document the project issue and provide options.

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101. A project manager is assigned to a new project. The project is for a new product that the company wants to launch as soon as possible to test market readiness. The project is part of a large business transformation, and the objective is to open delivery channels for the new product.

Which delivery approach should the project manager recommend?

An adaptive approach with clearly defined user stories.

A predictive approach with an experienced project team.

A predictive approach with clear acceptance criteria.

An adaptive approach with loosely defined large epics.

102. A major public-transportation construction project is aimed at significantly reducing emissions. The project has been severely delayed due to noncompliance with environmental codes and bylaws.

What should the project manager have done to prevent this?

Incorporated sufficient schedule reserves based on similar delays in past projects.

Appointed a senior environmental compliance officer to report directly to the project manager.

Mapped environmental compliance requirements, identified risks to achieving them, and prepared mitigations.

Approached the regulator for a partial waiver in light of the environmental importance of the project.

103. A project manager is leading a project which shows a trend to exceed the cost baseline.

What should the project manager do first to manage the budget?

Meet with the project team to analyze the actual cost to determine deviations.

Inform the stakeholders that the project will be finished over budget.

Issue a change request including the analysis to increase the budget.

Ask the project sponsor for assistance in getting the budget back on track.

104. Travel restrictions are suddenly imposed during a project's execution. The team members reside in different geographic locations.

What should the project manager do next to address this issue?

Halt all processes until procurement and implementation of solutions are completed.

Place a hold on activities until the team can resume the work on-site.

Ask the team members to proceed independently while examining needs and alternatives.

Obtain and implement the sponsor's recommendations for a solution.

105. After the project charter’s approval, the project manager needs to work on detailed project requirements, constraints, and assumptions with stakeholders. However, not all of the stakeholders are immediately available for a meeting in the short term.

What should the project manager do in order to gather the information needed from stakeholders?

Conduct a meeting to build the project management plan with the stakeholders who are available.

Escalate to the project sponsor that not all stakeholders are available for a meeting.

Meet with the project management team to build the project management plan before consulting stakeholders.

Email, call, or meet with each stakeholder separately to obtain their input.

106. A project team is working on an agile software development project. The project manager is concerned that the virtual team may not be as effective as a colocated team at headquarters.

Which two actions should the project manager leverage to ensure the team is meeting performance expectations? (Choose two)

Hold daily virtual meetings to review progress.

Implement time-keeping software for team members.

Task functional managers to drive accountability.

Utilize a web-based kanban board.

Require a monthly individual status report.

107. A human resource (HR) acquisition process for a large project has recently changed. One major process change includes the approval of the financial manager and the recruitment manager. This change to the process implies longer processing. The project urgently needs new resources.

What should the project manager do?

Adapt the resource management plan and ask for financial approval before sending it to the customer.

Assess the impact of the change and review the project management plan for next steps.

Ask the financial manager to delay implementation due to potential project delays and penalties.

Review the project schedule to determine which technique will reduce impact on project duration.

108. A project manager is working with team members and customers who are operating in multiple countries. The team is working on implementing a new technology that includes ambiguities, uncertainties, and unknowns, both in terms of technology and of the end-user expectations for this solution.

What should the project manager do to keep the stakeholders engaged?

Use email as a communication channel.

Use feedback and decision-making tools.

Use meetings as a communication channel.

Use a shared collaboration platform.

109. A project manager is leading a software development project that will assist in maintenance management for a power plant. The project manager is analyzing project performance data and trying to forecast if the project will have any slippage in the future.

What should the project manager do?

Perform quality control analysis.

Perform schedule analysis.

Perform trend analysis.

Perform root cause analysis (RCA).

110. A project manager was informed by their supplier that there will be an upcoming raw material shortage due to a regulatory change.

What should the project manager do?

Tell the supplier that they have an obligation to supply the raw material.

Search for a new supplier that can deliver the same materials on time.

Seek advice from the legal department and implement penalties.

Assess the possible impact of the raw material shortage on the project.

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111. During the execution of a project, a key stakeholder complains to the project manager about recent communications.

The key stakeholder explains that the relevant information from the project team was incomplete and late. As a result, the key stakeholder is beginning to disengage from the project.

What should the project manager do?

Explain to the key stakeholder the way in which the project team communicates information.

Ask the project sponsor to hold a meeting with the key stakeholder to ensure that the stakeholder is engaged in the project.

Send relevant information to all key stakeholders simultaneously to ensure consistent communication.

Update the communications management plan to fulfill the key stakeholder's expectations about relevant information.

112. An organization embarking on a significant transformation initiated a project to improve and document business processes. One of the objectives of the project is to implement agile project delivery.

What is the main reason for adopting agile?

Projects will be completed faster, saving time and money.

Projects will deliver early and use value based on priority.

Projects will be delivered with very low risk to the organization.

Projects will be delivered with significant cost savings.

113. A highly critical project is in jeopardy due to missing professional resources.

What should the newly assigned project manager do first?

Find available professionals within the organization to fill the gaps.

Allocate funding for seeking external professionals to fill the gaps.

Determine the possibility for team members to split up the required tasks.

Request additional budget for team training for the missing expertise.

114. A company is launching a new product that has to be ready before the summer season begins. After the discovery process, the team realizes that the requirements are very uncertain.

What should the project manager do?

Invite stakeholders to discuss project requirements prioritization.

Ask to include some business subject matter experts (SMEs) in the team.

Assist the team in proposing a minimum viable product (MVP).

115. A project manager who is new to an organization observes that an approaching deadline is likely to be missed because there have been some delays on the project due to a lack of resources.

What should the project manager do next?

Review the risk management plan to identify the response strategy.

Review the milestone list to determine which tasks can be fast-tracked

Escalate the issue to the sponsor and debrief them about the situation.

Organize a team meeting to discuss the next course of action.

116. An internal virtual team is meeting daily to review iteration progress, as well as to conduct other technical and follow-up calls with key stakeholders. The team seems to be disengaged.

How should the project manager approach this situation?

Give the team members a few days off to reduce stress.

Reduce the number of internal and external meetings.

Review team assignments and reduce the workload.

Schedule one-to-one meetings and team-building meetings.

117. A project manager leads a project that implements a new process throughout the organization. The rollout is done in stages and the project manager planned a demonstration for the pilot business units. A manager from a business unit that is scheduled for a later date asks to be invited to the sprint review.

What should the project manager do?

Refer the sprint review request to the project sponsor.

Ask the manager to get an approval from the product owner.

Invite the manager to the scheduled sprint review.

Organize a special demonstration for the manager only.

118. A customer is concerned with the quality of the product delivery, as the production deployment is approaching.

What should the project manager do next to ensure acceptance of the deliverables?

Test product integration in accordance with the requirements.

Evaluate the quality checklist for product compliance.

Review the approved exit criteria for the product.

Verify the production budget before advancing the product.

119. A project management office (PMO) director finds that the project managers leading software development projects are not consistently seeking approval from other division leaders in cybersecurity and operations before deploying code into production. The PMO director asks the project manager to develop a solution for this issue.

What should the project manager do to fix this problem?

Establish a daily scrum meeting and invite division leaders to attend so they can be aware of upcoming code releases.

Provide division leaders with a teleconference phone number to call if they have concerns after code is deployed into production.

Create a new policy requiring project managers to email division leaders before deploying code into production.

Launch an enterprise governance structure comprised of division leaders to establish policies for code releases.

120. A project manager has received feedback from stakeholders regarding poor communication about project progress. Weekly status reports were provided to the project management office (PMO), and the standard communications management plan was followed.

What should the project manager do?

Perform a root cause analysis (RCA) of the existing communication approach.

Ensure that all of the complaining stakeholders are on the distribution list.

Create a change request for implementing an online collaboration tool.

Distribute hard copies of status reports and confirm that messages were read.

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121. A project manager prepared a project benefits management plan.

Which of the following should be included in this document?

Project requirements, target benefits, issue log, metrics

Target benefits, strategic alignment, time frame for realizing benefits

Strategic alignment, benefits owner, risk register

Target benefits, benefits owner, lessons learned

122. A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.

What does this value mean for the project?

The project has started exceeding the planned cost.

The project is earning less value an was planned.

The project has earned more value than planned.

The project is close to exceeding the planned cost.

123. A critical project milestone was missed because one of the team members did not complete their tasks on time. This resulted in a heated discussion during a demonstration for the end users.

What should the project manager do next?

Discuss the issue with the team member in a one-on-one meeting.

Ask the team member to justify the delay during a team meeting.

Review the human resources (HR) policies for relevant corrective actions.

Escalate the performance issue to the team member's functional manager.

124. A project team member just informed the project manager that the license for the software that the team uses to perform calculations has just expired. As a result, the team cannot continue with their project tasks.

What should the project manager do first?

Issue a formal complaint to the project sponsor claiming a lack of proper tools.

Meet with the IT team to evaluate how fast the software license can be renewed.

Ask the team to fast-track the project and perform tasks that do not require calculations.

Ask the team members to find an alternative way to perform calculations.

125. A project manager is leading a project when a key stakeholder requests additional work that is not in the scope. The stakeholder is also concerned that the project sponsors may not approve and fund the additional change in scope.

What should the project manager do first?

Evaluate the cost of the additional requested work.

Evaluate the impact and submit a change request.

Discuss the requested change with the sponsor.

Discuss the requested change with the team.

PMP Project Management Professional Exam Updated Dumps 2024

PMP Project Management Professional Exam Updated Dumps 2024

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