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The dumps for PMP exam was last updated on May 06,2025 .

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Question#1

A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget.
What should the project manager do?

A. Use the existing budget for executing the fallback plan and update the baseline.
B. Add additional resources to the project to fast track certain activities and reduce delays.
C. Evaluate the fallback plan proposed by the team and submit a change request, if required.
D. Communicate the delay to stakeholders and maintain the existing budget baseline.

Explanation:
When faced with a delay in a critical path activity, it is prudent for the project manager to thoroughly evaluate the proposed fallback plan, considering its impact on the project’s scope, time, cost, and quality. If the fallback plan is viable and justifies the additional cost, the project manager should proceed with submitting a change request. This process involves documenting the proposed changes, assessing the benefits and risks, and seeking approval from the project sponsor or change control board. The change request should detail the reasons for the deviation from the original plan, the expected outcomes, and the justification for the additional expenditure. This approach ensures that any alterations to the project are well-considered, transparent, and formally approved, maintaining the integrity of the project management process123.
Reference: (Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition. Newtown Square, PA: Author; Project Management Institute. (2013). Practice Standard for Project Risk Management. Newtown Square, PA: Author; Project Management Institute. (2019). PMI Standard for Project Management. Newtown Square, PA: Author).

Question#2

An engineer working on a project team has tasks that require an additional skill that the engineer does not have a designer on the team is experienced with this skill from previous jobs and is willing to teach this skill even though it is not part of the current work.
What should the project manager do?

A. Escalate the situation to the engineer's manager
B. Request external training for the engineer
C. Request external training for the engineer and designer
D. Allow the engineer and designer to cross-train with each other

Explanation:
Cross-training is a technique that allows team members to share and learn skills from each other. It can enhance team performance, increase flexibility, and reduce risks related to staff turnover or unavailability. It can also improve team cohesion and collaboration. In this scenario, the project manager should allow the engineer and designer to cross-train with each other, as this would benefit both the project and the individuals. The engineer would learn a new skill that is required for the tasks, and the designer would reinforce their existing skill by teaching it. This would also save time and money compared to external training options. Escalating the situation to the engineer’s manager, requesting external training for the engineer, or requesting external training for both the engineer and the designer are not the best choices, as they would not leverage the existing resources and expertise within the team.
Reference: PMBOK Guide, 6th edition, page 339; Professional in Business Analysis (PMI-PBA)® Handbook, page 16.

Question#3

DRAG DROP
A project manager has been assigned to a software development project that will undergo several iterations until the customer is satisfied. Match the tool or technique on the left that the project manager should utilize to ensure tasks are efficiently managed to the correct task on the right.


A. 

Question#4

During the execution phase of a project, a new department has been created in the company. The manager of this department has requested to be involved in the regular project communications and reporting cycles.
What should the project manager do?

A. Ask the project team members to include the manager in all of their communications regarding this project.
B. Inform the manager that only stakeholders identified in the communications management plan should be involved.
C. Perform a stakeholder analysis and update the communications management plan to reflect the new situation.
D. Suggest the manager contact the steering committee and project management office (PMO) to be included.

Explanation:
The creation of a new department and the request from its manager to be involved in project communications necessitates a review and potential update of the communications management plan. According to best practices in project management, when there are changes in the organizational structure or new stakeholders emerge, it is important to perform a stakeholder analysis to understand their needs and expectations. This analysis will inform any necessary updates to the communications management plan to ensure that all relevant parties are included in the communication cycles, and that the information flow remains effective and aligned with the project’s objectives123.
Reference: (Professional in Business Analysis Reference Materials source and documents)123.

Question#5

A project is assigned to two different project teams to develop product features. One team uses a predictive approach and the other team uses an agile approach to complete the work. Senior management is concerned about the success of the project.
What should the project manager do?

A. Advise the teams to follow the company’s existing project management approach.
B. Allow the teams to continue using their approaches and gradually adapt to a hybrid model.
C. Let a senior team member select the approach that is appropriate.
D. Insist the teams both follow either a predictive or agile approach.

Explanation:
In a project where different teams are using different approaches (predictive and agile), it’s important to respect the methodologies that each team is comfortable with. Forcing a single approach could disrupt the workflow and productivity of the teams. Instead, allowing the teams to continue with their chosen approaches while gradually adapting to a hybrid model can provide a balance. This approach respects the existing workflows while moving towards a more unified project management approach. The hybrid model combines the strengths of both predictive and agile approaches, providing flexibility and adaptability while maintaining a level of predictability.
Reference: PMBOK® Guide C Sixth Edition and Agile Practice Guide (Page 27, 3.1.3 Tailoring Considerations for Knowledge Areas)

Exam Code: PMP         Q & A: 1707 Q&As         Updated:  May 06,2025

 

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Exam Code: PMP
Q & A: 1707 Q&As
Updated:  May 06,2025

 

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