1.

A project manager is having difficulty managing stakeholders because the

stakeholder register does not distinguish how aware of the project they need to
be in order for the project to be successful. What should the project manager do?
A. Meet with the change control board (CCB) to assess the impact of identifying
new stakeholders.
B. Update the stakeholder communication plan.
C. Determine each stakeholder's risk threshold.
D. Develop a stakeholder engagement assessment matrix.

2. As a result of a drastic cut to the budget, a project's steering committee is

replaced with a single sponsor. What should the project manager do?
A. Draft a new project update and share it with the project sponsor
B. Modify the communications management plan to reflect the change in
stakeholder community
C. Submit a change request to the change control board (CCB) to record the
change in stakeholder structure
D. Schedule a meeting with the sponsor to discuss the change to the budget

3. A project manager identifies new risks that might affect the completion of critical
tasks. The project manager must present these new risks to stakeholders in the
monthly status report.

In addition to the risk report, which document should the project manager
reference when preparing the status report?
A. Risk register
B. Assumption log
C. Risk management plan
D. Probability and impact matrix

4. The project manager realizes that certain components must be imported to meet
the project's requirements and decides that a loss, because of a potentially
unfavorable exchange rate, does not justify spending money to bypass it.

Which risk response strategy did the project manager use?

A. Transfer
B. Avoid
C. Minimize
D. Accept
5. A project is nearing completion when the project manager learns that a change in
market regulations may impact the project. What should the project manager do?
A. Check the stakeholder register.
B. Update the cost baseline.
C. Review the risk management plan.
D. Perform a cost-benefit analysis.

6. A multinational company with a cross-border project wants to implement new

software that will impact several departments. The project manager needs to
guarantee alignment of stakeholder expectations with the final product.

What should the project team develop?

A. Project statement of work (SOW)
B. Stakeholder engagement plan
C. Stakeholders engagement assessment matrix
D. Risk breakdown structure (RBS)

7. A project team is working on an older server to develop a software application.

The team has ordered a new server for end-user testing as the older server
cannot perform this testing. The new server has not arrived in time for the
scheduled testing window, delaying the end-user testing.

What should the project manager do for this situation?

A. Review and adjust the project timeline while waiting for the new server to
arrive.
B. Perform user testing on the current server.
C. Bypass user testing and proceed to the next task.
D. Ask the supplier to rush the delivery of the new server.

8. During the iteration planning, a project team and project owner are discussing
user stories. While prioritizing the user stories, some with higher value are also
identified as having greater risks.

What should the project manager do?

A. Suggest that the stories with higher risk are included in the earlier sprints
instead of the later ones.
B. Suggest that the stories with lower risk are included in the earlier sprints to
increase team motivation.
C. Work with the product stakeholders to schedule which user stories should be
worked on in which sprints.
D. Conduct a Monte Carlo analysis to identify which user stories should be
completed first.
9. A project manager for an IT implementation is leveraging multiple IT resources.
The functional manager of a technical specialist on the project team has pulled
the specialist away from the project to deal with a critical customer issue. This
delays meeting the project’s scheduled milestone.

What should the project manager do first in this scenario?

A. Analyze the impact that this delay will have on the schedule and budget.
B. Ensure that the specialist’s time working on the customer issue are not
charged against the project’s budget.
C. Schedule a meeting with the project stakeholders to review and accept the
communications management plan.
D. Have the project manager speak with functional manager and gain
commitment

10. A project manager is trying to engage the project stakeholders in a new project
and invites them to the daily standups. So far, no stakeholders have attended
any of the project meetings.

What should the project manager do?

A. Propose that stakeholder attendance is recommended but not mandatory.
B. Remove the absent stakeholders from the communications management
plan.
C. Proceed with the project development leveraging what information is
available.
D. Request that the stakeholders of the most recently completed project be
assigned to this project as they worked well together.

11. A project manager leading an agile project wants to motivate the project team to
improve performance. How should the project manager accomplish this?
A. Setup a benefit system to keep the team driven and involved in the project
B. Work with the sponsor to finance a celebration once the project has been
completed.
C. Work with the organization’s human resources department to provide financial
bonuses for all project team members.
D. Monitor project team members daily accomplishments and recognize them
after successful Go-Live of the project.
12. A project team is learning how to leverage agile methods in their projects. While
meeting performance goals, the team is losing motivation and is visibly bored
during the daily standups, so much so that it is becoming a distraction.

What could be done in this scenario?

A. Schedule team-building exercises focused on increasing engagement.
B. Work with the team to target higher-levels of performance by providing more
challenging goals.
C. Have the sponsor attend the standup to address the distracting behavior.
D. Work with the sponsor to identify budget that could be used to incentivize the
team.

13. A project team is regularly missing milestones. Stakeholders are concerned that
the project will miss the deliverable due date. The project manager has been
aware of team conflict and learns that a team member is missing some skills
needed for project completion.

What should the project manager do in this scenario?

A. Note this in the risk register and address this to the team during the
retrospective session.
B. Have the team member participate in training focused on the needed skill.
C. Remove the team member from the project and inform the sponsor that the
deliverable will not be available on the due date.
D. Meet with human resources to have them address the individuals missing
skills.

14. A project manager is leading a development project for an external customer in

another country. Per regulatory guidelines, the project manager's company
needs to meet specific compliance requirements, and the project manager's
project was selected for an audit. The customer believes that the audit is
unnecessary and requested that the project team not be disturbed.

How should the project manager respond?

A. Exclude the project from the compliance audit as requested by the customer.
B. Meet with the customer to explain the need to meet the compliance
requirements, and allow the audit to occur.
C. Manage the audit without informing the customer since it is an organization
requirement.
D. Schedule a steering committee meeting with all stakeholders to discuss and
come to a common understanding.
15. Who has the authority to act as an integral stakeholder and a key decision-maker
throughout the life of each project in order to keep it aligned with the business
objectives?
A. PMO
B. Project Manager
C. Project Sponsor
D. Customer