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Most Recent PMI PMP Exam Questions & Answers


Prepare for the PMI Project Management Professional (2023) exam with our extensive collection of questions and answers. These practice Q&A are updated according to the latest syllabus, providing you with the tools needed to review and test your knowledge.

QA4Exam focus on the latest syllabus and exam objectives, our practice Q&A are designed to help you identify key topics and solidify your understanding. By focusing on the core curriculum, These Questions & Answers helps you cover all the essential topics, ensuring you're well-prepared for every section of the exam. Each question comes with a detailed explanation, offering valuable insights and helping you to learn from your mistakes. Whether you're looking to assess your progress or dive deeper into complex topics, our updated Q&A will provide the support you need to confidently approach the PMI PMP exam and achieve success.

The questions for PMP were last updated on Nov 12, 2024.
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Question No. 1

A project manager is working with a team that is new to agile. One of the more

influential stakeholders struggles with the nature of agile. The project manager knows that this

stakeholder is needed as an advocate and wants to do everything possible to make the

stakeholder comfortable with the project.

What should the project manager include in the status report to illustrate the project's

performance?

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Correct Answer: D

EVA is a method of measuring project performance by comparing the actual work done, the planned work, and the budget. It helps to determine the project's progress, efficiency, and profitability.EVA is a useful tool for agile projects, as it can provide timely feedback and allow for adjustments as needed12.

The other options are not as relevant or effective for illustrating the project's performance in an agile context:

A . Results of the MoSCoW assessment: MoSCoW is a prioritization technique that helps to classify the project requirements into four categories: Must have, Should have, Could have, and Won't have. It helps to focus on the most important and valuable features for the customer.However, it does not measure the project's performance or progress3.

B . Cost-benefit analysis: Cost-benefit analysis is a technique that compares the costs and benefits of a project or a decision. It helps to evaluate the feasibility and profitability of a project.However, it does not reflect the project's performance or progress, especially in an agile environment where the scope and requirements may change frequently4.

C . Return on investment (ROI) analysis: ROI analysis is a technique that measures the profitability of a project or a decision by comparing the benefits and costs. It helps to assess the value and impact of a project. However, it does not indicate the project's performance or progress, especially in an agile environment where the benefits and costs may vary over time.


Question No. 2

A project is designed to provide local community members with health facilities that will support improved sanitation practices. What should the project manager do to

ensure the community members are up to date on project progress?

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Correct Answer: B

Engaging with the community and keeping them informed is a key aspect of project management, especially for projects that directly affect local community members. Regular community meetings are an effective way to share updates, gather feedback, and ensure that the community's needs and concerns are being addressed. This approach aligns with best practices in community engagement, which emphasize the importance of transparency, inclusivity, and active participation in the decision-making process.


Question No. 3

During project execution of a new IT solution, the testing of one feature was unsuccessful. The go-live milestone is now impacted due to this delay. Extensive analyses were performed, and there is no way to resolve the defects before the go-live date.

What should the project manager do next?

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Correct Answer: D

According to thePMBOK Guide, project managers should apply adaptive planning and agile practices to respond to changes and uncertainties in complex projects. Adaptive planning involves frequent reviews and adjustments of the project scope, schedule, cost, and quality based on the feedback and learning from the project execution.Agile practices emphasize delivering value to the customer by prioritizing the most important features and requirements and delivering them in increments1.

In this scenario, the project manager faces a situation where one feature cannot be fixed before the go-live date, which impacts the project schedule and quality. The project manager should apply adaptive planning and agile practices to determine the best course of action. The project manager should evaluate the value and importance of the feature to the customer and the project objectives. If the feature is not critical or essential, the project manager should consider delivering the project without the feature and fixing the defects later, after the go-live milestone. This way, the project can still deliver value to the customer and meet the expectations of the stakeholders.The project manager should communicate this decision to the customer and the stakeholders and obtain their agreement and feedback1.

The other options are not as suitable as option D. Option A involves updating the risk management plan and including additional mitigation actions against the feature defects. However, this option does not address the impact on the go-live milestone or the customer value. It also assumes that the feature defects can be mitigated, which contradicts the premise of the question. Option B involves assessing the relevance of the feature and submitting a change request to descope it. However, this option does not consider the customer value or the feedback from the customer and the stakeholders. It also implies that the feature is not important or valuable, which may not be the case. Option C involves improving the control quality process by implementing additional testing to minimize the defects before the go-live milestone. However, this option does not acknowledge the fact that there is no way to resolve the defects before the go-live date, as stated in the question.It also does not consider the impact on the project schedule and cost, or the customer value1.


1: Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK Guide) -- Seventh Edition. Newtown Square, PA: Author.

Question No. 4

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?

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Correct Answer: C

In an agile approach, it is crucial to consider both the business value and the dependencies between backlog items when prioritizing them for a sprint. The project manager should facilitate a discussion among the team members to reach a consensus on the prioritization of the items. This collaborative decision-making process ensures that the team considers all aspects of the work, including business value, complexity, and dependencies, to make an informed decision that aligns with the team's capacity and the project's goals.


Question No. 5

An agile project is 25% complete when the product owner changes The new product owner does not show interest in the project s success, and one of the sprints 901 delayed as the deliverable was not approved on time

What should the project manager have done to avoid this delay?

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Correct Answer: D

According to the Agile Methodology1, the product owner is responsible for defining the product vision, managing the backlog, and ensuring that the development team is working on the right priorities. The product owner is also the primary customer advocate and the link between the business and technology strategy. Therefore, the product owner's engagement and interest are crucial for the success of the project. If the product owner changes during the project, the project manager should reevaluate the new product owner's needs, expectations, and communication pReference, and adjust the collaboration accordingly. This can help to avoid delays, misunderstandings, and conflicts, and ensure that the product owner is aligned with the project goals and the development team. The project manager should also facilitate the transition of the product owner role and ensure that the new product owner is familiar with the product vision, the backlog, and the agile principles and practices.Reference:

3: Agile Methodology: Role of Product Owners & Development Teams


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