PMP Practice Questions

Acharity organization is considering adopting artificial intelligence (Al) technology to 100 secondary schools throughout the country. After completing a needs

assessment with the schools, the project manager realizes there is no internal expertise for such Al technology.

What should the project manager do next?

A new, highly innovative project just started and the customer is already complaining that the software company is not delivering as agreed. What should the project manager have done before starting the project?

A team lead tells the project manager about a potential issue. Two project teams are working on parts of a project that are highly dependent on each other. The team

lead is concerned that this might create integration issues when the two teams ' outputs are combined.

What should the project manager do?

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A project team is developing a product with monthly deliverables. The user feedback collected after each iteration affects how the product is developed further.

How should the project manager process the changes?

A project manager is leading an iterative project to develop a very innovative product. However, a group of stakeholders are hesitant because the high complexity of the product involves many business rules.

What should the project manager do?

A project manager is developing a project schedule in which only the high-level scope is defined; the detailed work breakdown structure (WBS) is to be developed at

the beginning of each project phase. Project teams are focusing on short-term objectives and can only detail the scope for work they are currently performing. Despite

this, the project sponsor asks for a master project schedule.

What two actions should the project manager take in this situation? (Choose 2)

A project manager has compared the monthly actual costs with the planned costs and estimated the forecast to complete the remaining part of the project. The project

manager realizes that the project will require additional funding.

What should the project manager do first?

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.

The project manager leading the project to modernize health records in a hospital has a particular concern about clinical stakeholders—the doctors and nurses. As part of the stakeholder engagement plan, the project manager created the clinical advisory committee.

What was the objective of the project manager’s action?

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

A project manager is leading a project for a new type of engine. When the project is in the design phase, the customer requests several new software requirements.

The development team, which is mainly focused on hardware design, is struggling to respond to the requests.

Which two actions should the project manager take? (Choose 2)

A project manager notices that every time a new member joins the team, they spend too much time learning business terminology. This trend has impacted system

integrations and creates delays on a few tasks that other teams depend on.

What should the project manager do?