PMI PMP Certification Exam

• A. Smooth the schedule by moving non-critical tasks within their float to spare-capacity weeks. Correct answer
• B. Escalate the allocation to the sponsor as a scope risk requiring a change request.
• C. Approve overtime for the developer through week 5 to keep pace with the schedule.
• D. Level the schedule by delaying the developer's tasks, which pushes out the project's end date.

Option A is correct because smoothing moves non-critical tasks within their float into the weeks that have spare capacity. Weeks 3, 4 and 5 exceed the 40-hour line by 12, 16 and 8 hours (36 in total), while weeks 1, 2 and 6 have 36 spare hours, so the work fits without moving the end date. Levelling would delay tasks and extend the end date, overtime adds cost and fatigue, and a scope-risk change request is premature when the load can simply be rebalanced.

• A. Manage the Regional Director closely with frequent, detailed engagement and consultation.
• B. Keep the Regional Director satisfied with occasional, high-level updates. Correct answer
• C. Keep the Regional Director informed through regular, detailed project status updates.
• D. Monitor the Regional Director with minimal effort and no proactive communication.

Option B is correct because the Regional Director sits in the High Power cluster with Low Interest, which is the keep-satisfied quadrant: occasional, high-level updates. Close management and detailed status updates suit high-interest stakeholders, and minimal monitoring would ignore a stakeholder with real power.

• A. Adopt the larger app's existing vision for the merged product
• B. Map each epic to the new vision and defer those that do not serve it Correct answer
• C. Merge the two backlogs and rank items by the size of each app's user base
• D. Run a vision workshop with both product owners and representative users Correct answer
• E. Delegate the wording of the merged product's purpose to the enterprise architect

Options B and D are correct because the merged product needs one shared purpose: a workshop with both product owners and users creates it, and mapping each epic to it defers work that no longer fits. Adopting one app's vision (A), ranking by user base (C) or delegating the wording to an architect (E) skips the shared ownership the merged teams need.

• A. Bring both teams together to agree one goal statement from the charter Correct answer
• B. Ask the sponsor to send both teams a written reminder of the charter's aims
• C. Update the status report template to use one goal statement
• D. Have each team lead present their goal to the steering committee

Option A is correct because a single goal statement drawn from the signed charter removes the misalignment at its source, and bringing both teams together is the project manager's role. Option B leaves the alignment to the sponsor, option C changes the reporting template without agreeing the goal, and option D escalates a difference the teams have not yet worked on.

• A. Scope statement
• B. Business case
• C. Project management plan
• D. Project charter Correct answer

Option D is correct because the project charter formally authorizes the project, states its high-level objectives and names the project manager. The business case justifies the investment, the project management plan describes how the work will be executed, and the scope statement details the deliverables.

• A. Have the product owner choose the approach with the lower cost
• B. Facilitate a team vote on the approach at the retrospective
• C. Escalate the disagreement to the engineering manager for a decision
• D. Ask both developers to present their evidence and agree an approach Correct answer

Option D is correct because a technical disagreement is best resolved by collaboration: the developers present their evidence and the team agrees an approach that protects the sprint goal. A vote at the retrospective comes too late, escalation bypasses the team's own ability to resolve it, and the product owner decides what is built, not how.

• A. Ask the tester to decide which milestone to support this quarter
• B. Facilitate a third meeting where the leads split the tester's hours
• C. Escalate the conflict to the sponsor with the cost of delay Correct answer
• D. Hire a contract tester and update the budget forecast to cover it

Option C is correct because two meetings have already failed and neither lead can reassign the tester, so the decision needs someone with authority over both, the sponsor, who should see the cost of delay. A third meeting repeats a step that has not worked, the tester should not arbitrate between the leads, and hiring a contractor commits budget before the priority is set.

• A. 2 days
• B. 7 days Correct answer
• C. 10 days
• D. 12 days

Option B is correct because the three paths are A-C-E-G = 12 days, A-D-F-G = 17 days and B-D-F-G = 19 days, so the critical path is 19 days. C sits only on the 12-day path, so its float is 19 - 12 = 7 days. Two is E's duration, ten is a path-length misreading, and twelve is the length of C's own path rather than its float.

• A. Move the software track to phase-gate reviews
• B. Show dependencies between the tracks in one roadmap Correct answer
• C. Merge both tracks into one detailed task-level schedule
• D. Agree integration milestones both tracks commit to Correct answer
• E. Ask the PMO to draw up the plan

Options B and D are correct because a hybrid program needs the two tracks connected at a level the steering group can see: a roadmap of dependencies and integration milestones both tracks commit to. Merging everything into one task-level schedule (C) or moving the software track to phase gates (A) forces one method on both, and leaving the plan to the PMO (E) leaves the tracks unaligned.

• A. Get the vendor's cost confirmed in writing Correct answer
• B. Request a staged release of funds from the board
• C. Ask the sponsor to instruct the other project to release the engineers
• D. Baseline the plan with the two open items listed as risks
• E. Settle the engineers' allocation with the other project's manager Correct answer

Options A and E are correct because the board releases money only against a plan with committed resources and a vendor-confirmed cost, so the project manager gets the cost confirmed in writing and settles the engineers' allocation with the other project's manager. A staged release (B) is ruled out by the board's rules, baselining with open items listed as risks (D) fails its conditions, and asking the sponsor to instruct the other project (C) skips the negotiation.

• A. Business case
• B. Scope statement
• C. Project management plan Correct answer
• D. Project charter

Option C is correct because the project management plan is the approved, integrated document describing how the project will be executed, monitored and controlled. The business case justifies the investment, the scope statement details the deliverables, and the charter authorizes the project.

• A. Keep a predictive plan for the hardware and let the software teams report sprints separately
• B. Create a roadmap anchored on the hardware milestones, with software plans nested under it Correct answer
• C. Build a task-level integrated schedule for the whole project and baseline it
• D. Ask the software teams to freeze requirements for the year so one schedule holds

Option B is correct because a roadmap anchored on the hardware milestones gives the steering committee one integrated view while the software plans can keep changing beneath it. Separate reporting gives no single plan, a baselined task-level schedule breaks under quarterly requirement changes, and freezing requirements for a year is unrealistic.

• A. Absorb the two days in schedule float and tell the customer the report is done
• B. Decline the request
• C. Approve the report as a minor change within the project manager's own authority
• D. Log the request and assess its impact through the change control process Correct answer

Option D is correct because the request changes a baselined deliverable, so it is logged and its impact assessed through change control before any work starts. Absorbing it in float or approving it alone bypasses control, and declining outright skips the assessment.

• A. Baseline the summary-level WBS and raise change requests as the detail emerges
• B. Decompose all three phases into work packages and baseline the complete WBS for funding
• C. Ask the sponsor to agree funding for phase one and baseline the WBS for that phase
• D. Decompose phase one into work packages and keep the later phases as planning packages Correct answer

Option D is correct because detailed decomposition is done for phase one only, with later phases held as planning packages until the team learns more, which is rolling wave planning. A summary-only baseline lacks the detail funding needs, and decomposing all three phases invents detail that will change.

• A. Recalculate the limits from samples after the change Correct answer
• B. Keep the original limits because no point is outside them
• C. Report the improvement using the original limits
• D. Widen the original limits to include the new mean

Option A is correct because after the process change at sample 13 the sample means settle lower (45.8 to 47.8) and stay there, so the original limits centred on 50 no longer describe the process. The PM should recalculate the limits from the samples after the change. Keeping the old limits, widening them, or reporting the improvement against them all misrepresent the new process.

• A. Ask the sponsor to publish the governance structure Correct answer
• B. Chair a weekly call with the three vendors
• C. Define escalation paths and decision rights Correct answer
• D. Send escalations to the PMO by email
• E. Let each executive keep handling the vendor they know best

Options A and C are correct because the reversals come from unclear authority, so the project manager defines escalation paths and decision rights and has the sponsor publish the governance structure. Letting each executive handle the vendor they know (E), sending escalations to the PMO by email (D) or chairing a weekly vendor call (B) leaves the question of who decides unanswered.

• A. The project sponsor Correct answer
• B. The PMO director
• C. The project manager
• D. The functional manager

Option A is correct because the sponsor owns the business case and secures the funding for the project. The project manager delivers the work, the PMO director supports methods and the functional manager supplies resources, but none of them is accountable for the case.

• A. Clarify with the committee chair if export is inside the removed scope Correct answer
• B. Ask the sponsor to rule between the product owner and the committee on export
• C. Direct the team to drop the export function, following the minutes
• D. Agree with the product owner to keep export in the sprint and note the gap

Option A is correct because the scope boundary belongs to the steering committee, so the project manager clarifies with its chair whether export falls inside the removed module before the sprint starts. Directing the team, agreeing with the product owner, or asking the sponsor to rule each settles the point without the party who set the boundary.

• A. Add the rule to the compliance plan and refine it as legal advises Correct answer
• B. Log a risk for the rule and review it after the next release
• C. Ask the team to build the strictest reading into each component
• D. Pause design of the storage components

Option A is correct because the rule is added to the compliance plan and refined as legal finishes its interpretation, so design continues on a known requirement. Building the strictest reading, pausing design, or only logging a risk for later either wastes effort or leaves the requirement unplanned.

• A. Document the manual control and take it to the risk committee Correct answer
• B. Move the launch by eight weeks and finish the fix under the original design
• C. Ask the regulator for a deadline extension while the team builds the fix
• D. Launch with administrator accounts disabled and enable them after the fix

Option A is correct because the compliance officer has already said the regulator accepts a documented manual control if the risk committee approves it, and the committee meets before the deadline. Moving the launch, asking for an extension, or launching with accounts disabled gives up the date or the function when an approved route exists.