PMP Practice Questions

At the beginning of a project, a project manager forms development teams comprised of internal and external team members. Some of these team members possess

diverse experience and seniority, The project manager knows that the project work will include challenging tasks and require expert skills.

What should the project manager do?

A virtual team updates a kanban board weekly with project progress. Recently, team members have raised concerns about properly tracking interdependent activities

How should the project manager address this issue?

A project team is equipping a small hospital. To complete the work, the team requires an additional service provided by an external supplier. The price quoted by the

supplier is surprisingly high, which may cause a significant increase in the budget.

What should the project manager do?

The project manager of an international marketing campaign is coordinating with global teams and must align activities across several time zones. With such

geographical diversity, what should the project manager do?

After a client requested multiple changes to the project scope during a sprint, the sprint goal was no longer valid.

What should the Scrum Master do?

Health Records Modernization at Hospital Case Study

A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.

Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.

To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific “champions,” created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.

During project execution, several challenges emerged. The doctors expressed concerns about the system’s impact on patient care, the nurses’ union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.

Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization’s project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.

How should the project manager approach managing the regulatory bodies’ requirements for the health records associated with this project?

(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

There are considerable differences in experience levels among project team members working on a project. Multiple stakeholders are requesting that deliverables

relevant to them be assigned to the most experienced team members, which is not feasible.

What should the project manager do?

A project manager has proposed starting to use artificial intelligence (Al) on a project to senior management. Some of the team members are skeptical due to security

and privacy challenges.

What should the project manager do?

A project team is tasked with implementing a new technology system for the end users. The project team currently lacks information on what the system is used for

and how the end users would use it.

What should the project manager do?

A project manager is leading a software development project. During the second sprint, there is a change in the company ' s artificial intelligence (Al) policy that now

permits using the organization ' s proprietary generative Al model, which the software development team can use to increase coding efficiency.

What should the project manager do first?