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PMI Project Management Professional (2025 Version) Sample Questions (Q1377-Q1382):

NEW QUESTION # 1377
A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.
What should the project manager do?

A. Ask the team to deliver the functionality on the agreed go-live date.
B. Discuss with the customer the risks identified and team's concerns.
C. Ask the customer to go live and add the new functionality in the backlog.
D. Discuss with the team, estimate the effort, and raise a change request.

Answer: D

NEW QUESTION # 1378
An adaptive project is in the planning stage. The project manager is preparing a communications management plan to share critical, project-related information and updates.
Which approach should the project manager take?

A. Employ verbal techniques to share project-related information and updates.
B. Apply information radiators to share project-related information and updates.
C. Install push communication to share project-related information and updates.
D. Implement pull communication to share project-related information and updates.

Answer: B

Explanation:
Information radiators are a key communication tool in Agile and adaptive environments. They are visual displays of project information (e.g., task boards, burn-down charts) that are constantly updated and visible to all stakeholders. They promote transparency, immediate access to project status, and facilitate self-organizing teams.
The Agile Practice Guide specifically recommends the use of information radiators as a best practice to facilitate rapid and visible communication.
Option A (pull communication) requires users to seek out information but doesn't promote transparency.
Option B (push communication) is useful but not as effective in agile environments for real-time visibility.
Option C is incomplete-verbal techniques are informal and limited in accessibility.
Reference:
Agile Practice Guide, Section 5.5.1 - Information Radiators
PMBOK Guide - Seventh Edition, Communication Performance Domain
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NEW QUESTION # 1379
You are in the early stages of a project to manufacture disposable medical devices. You need a number of engineers including ones with specialties in mechanical, environmental, and systems engineering. In the early stages of this project, your resource pool includes a large number of both junior and senior engineers in the various specialty areas. However, as the project progresses______________

A. You will only need junior level engineers as the senior level people can be used early in the project to mentor and train them
B. Fewer systems engineers will be needed
C. To complete the project on time, you will continue to require access to a large number of engineers in their specialty areas
D. The resource pool can be limited to those people who are knowledgeable about the project

Answer: D

Explanation:
Section: Mix Questions
Explanation/Reference:
Explanation:
Resource calendars are an input to the estimate activity resource process and to the estimate activity durations process. They are used to estimate resource use. Early in a project, the resource pool might include people at different levels of expertise in large numbers, but as the project progresses, the resource pool then can be limited to those people who are knowledgeable about the project because of their work on it.

NEW QUESTION # 1380
A new project manager learns the work assigned to the team has already been decomposed to its lowest level The project manager reviews the work and feels some additional useful information is missing What should the project manager review?

A. The project charter and scope statement
B. The business requirement documents (BRD)
C. The requirements traceability matrix
D. The WBS dictionary

Answer: D

NEW QUESTION # 1381
The programming activities of a project were planned to last 35 days per module but the programming of the first module has taken 45 days What should the project manager do?

A. Ask the team to work overtime to complete the deliverable on time
B. Check the scope to verify if there is scope creep and get the project on schedule
C. Submit a change request to the project sponsor to change the schedule
D. Evaluate the situation and identify ways to compress the schedule without impacting baselines

Answer: D

Explanation:
The project manager should evaluate the situation and identify ways to compress the schedule without impacting baselines, as this is a strategy for handling delays in project programming activities. According to the PMI website, project delays can occur due to various reasons, such as complexity, resource constraints, poor communication, or risk management issues. When a project is behind schedule or at risk of a critical delay, the project manager should analyze the root causes and the impact of the delay, and determine the best course of action to bring the project back on track. One of the possible actions is to compress the schedule, which is a technique to shorten the project duration without changing the project scope. There are two methods of schedule compression: crashing and fast-tracking. Crashing involves adding or adjusting resources, such as people, equipment, or materials, to critical path activities, to reduce their duration. Fast-tracking involves performing critical path activities in parallel or partially in parallel, to reduce their overall duration. Both methods have advantages and disadvantages, and the project manager should weigh them carefully before applying them. The project manager should also monitor and control the schedule performance, and communicate any changes or updates to the stakeholders1.
The other options, asking the team to work overtime, checking the scope, or submitting a change request, are not the best ways to handle delays in project programming activities. Asking the team to work overtime may not be feasible or effective, as it may increase costs, risks, or rework, and may also demotivate or burn out the team members. Checking the scope may help the project manager to verify if there is scope creep, which is the uncontrolled expansion of the project scope, but it may not address the actual causes or consequences of the delay. Submitting a change request may help the project manager to follow the change management process and seek approval from the project sponsor or the change control board, but it may not be necessary or desirable, as it may imply that the project manager is unable to manage the schedule within the agreed baselines.
References: 1 A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Chapter 6.6 2 Business Analysis for Practitioners: A Practice Guide, Chapter 4.3.4 3 How to Manage Project Delays: 6 Effective Tips - ProProfs Project Blog 4 How Can Project Managers Handle Project Delays? - Online Tutorials Library 5 Dealing with delays - Project Management Institute

NEW QUESTION # 1382
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