PMP Exam Simulator

PMP Exam 2

Filtered Mode: Displaying 51 questions

Question 1 of 200 Question ID: 612171

You are leading a software development project for an important client. For this project, you have elected to use a
change-driven life cycle. Currently, you are about to lead an iteration planning meeting with the product owner and
the development team.

What should you first accomplish at the start of the iteration?

A With the project scope determined during initial project planning, the scope must be controlled to prevent
scope creep

B Disregard the fixed requirements and focus on those elements that are still evolving to determine the
scope of the iteration

C Define and approve the detailed scope of the iteration

D Review and record lessons learned to correct processes and improve the performance of the upcoming
iteration

G Question answered correctly

Hint:
Adaptive life cycles are also referred to as change-driven life cycles.

Correct Answer: C

Explanation:

The question describes a project with a change-driven life cycle. Adaptive life cycles are also referred to as change-
driven life cycles. Adaptive life cycles are agile, iterative, or incremental. With an adaptive approach (in this case
agile), the detailed scope is defined and approved during an iteration planning meeting, at the start of the iteration.
The incorrect answer choices describe either different development life cycles or a different type of agile meeting.
Therefore, of the available options, defining and approving the detailed scope of the iteration is what needs to be first
accomplished at the start of the iteration.

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Details for Each Option:

A With the project scope determined during initial project planning, the scope must be controlled to prevent
scope creep
Incorrect. This answer choice describes a project with a predictive life cycle as opposed to change-driven (also
known as adaptive). Projects using a predictive life cycle define and approve the project scope during initial
project planning rather than defining the scope iteratively throughout project execution.

B Disregard the fixed requirements and focus on those elements that are still evolving to determine the scope
of the iteration
Incorrect. This answer choice describes a hybrid approach which is a combination of a predictive and adaptive
life cycle. However, the question describes the project as change-driven (also known as adaptive) rather than a
combination of predictive and adaptive frameworks.

C Define and approve the detailed scope of the iteration

Correct. Adaptive life cycles are also referred to as change-driven life cycles. With an adaptive approach, the
detailed scope is defined and approved at the start of the iteration.

D Review and record lessons learned to correct processes and improve the performance of the upcoming
iteration
Incorrect. This answer choice describes an iteration retrospective meeting and not an iteration planning
meeting. An iteration retrospective is held at the end of the iteration to record lessons learned during the
iteration to improve the performance of future iterations.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 19

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PMP Exam Simulator
PMP Exam 2

Filtered Mode: Displaying 51 questions

Question 2 of 200 Question ID: 613613

After the project charter has been completed and approved, the project manager immediately begins the process of
developing the project management plan.

What might the project manager have forgotten to create?

A Risk log

B Assumption log

C Issue log

D Change log

G Question answered correctly

Hint:
What document is an output of the Develop Project Charter process and is used to record all assumptions and
constraints?

Correct Answer: B

Explanation:

The question implies that the Develop Project Charter process is being performed. The Develop Project Charter
process has two outputs including the project charter and the assumption log. The assumption log is a project
document used to record all assumptions and constraints throughout the project life cycle. Before proceeding to the
next process, the project manager has to ensure the previous process is completed which, among the others, means
all its outputs have been generated. In the scenario described, the project charter has been developed, and the
assumption log has been forgotten.

Details for Each Option:

A Risk log
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 Incorrect. 'Risk log' is a made-up term.

B Assumption log
Correct. The assumption log is a project document used to record all assumptions and constraints throughout
the project life cycle. The assumption log is created during the Develop Project Charter process and should be
completed prior to creating the project management plan.

C Issue log
Incorrect. The issue log is a project document that is created during the Direct and Manage Project Work
process rather than the Develop Project Charter process.

D Change log
Incorrect. The change log would only be created once the Perform Integrated Change Control process has
been initiated and not during the Develop Project Charter process.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 81

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PMP Exam Simulator
PMP Exam 2

Filtered Mode: Displaying 51 questions

Question 9 of 200 Question ID: 612634

A project is divided into phases. Each phase consists of tasks involving design, development, testing, and integration.
You have developed a project charter, and the project sponsor has just signed and approved the charter.

The purpose of this document includes all of the following, except:

A To provide a direct link between the project and the company's strategic objectives

B To provide a formal record of the project

C To show organizational commitment to the project

D To authorize functional management responsibilities to the project manager

G Question answered correctly

Hint:
Approval of a project charter shows the project is in line with the company's future goals.

Correct Answer: D

Explanation:

The project charter once signed and approved, is a commitment by the organization to dedicate the required time and
resources needed for the project. The project manager is named and authorized to use organizational resources for
project activities. An approved charter validates the alignment of the project to the strategy and ongoing work of the
organization. These all describe the purpose of a project charter. The question, however, is asking what is not a
purpose of the project charter. While the charter authorizes the project manager to expend organizational resources
on the project, the charter does not authorize functional management responsibilities to the project manager.
Functional management responsibilities are determined by a company's corporate structure and not by a project
charter.

Details for Each Option:

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A To provide a direct link between the project and the company's strategic objectives
Incorrect. An approved project charter validates the alignment of the project to the strategy and ongoing work of
the organization. Since the question is asking which option does 'not' represent a purpose of the project charter,
this answer is incorrect.

B To provide a formal record of the project

Incorrect. The approved project charter provides the formal existence of a project and therefore a formal record.
Since this answer is a purpose of the project charter, it is not correct.

C To show organizational commitment to the project

Incorrect. The approved project charter gives management's stamp of approval to the project and therefore, an
organizational commitment to the project.

D To authorize functional management responsibilities to the project manager

Correct. An approved project charter provides the project manager with the authority to apply organizational
resources to project activities but does not provide functional management responsibilities to the project
manager. Management responsibilities are determined by the organizational structure of the company.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 75-77

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PMP Exam Simulator
PMP Exam 2

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Question 11 of 200 Question ID: 612553

You are in the process of monitoring the overall progress of project work. Throughout your project, you have
experienced recurring issues, and you want your current and future projects to run more smoothly.

Which of the following is least likely to proactively promote continuous improvement?

A Holding lessons learned meetings at regular intervals

B Conducting retrospectives throughout the project

C Periodically updating the organizational knowledge base

D Timely implementing planned responses for the realized risks

J Question answered incorrectly

Hint:
The question is asking for the action that is 'least' likely to promote continuous improvement. Which response
represents a reactive instead of a proactive activity?

Correct Answer: D

Explanation:

The question is asking for the response that is 'least' likely to promote continuous improvement. All of the answer
choices represent proactive measures that can be taken to promote continuous improvement except for timely
implementing planned responses for the realized risks. Implementing risk responses would address the risks as they
occur, but would not contribute to proactive continuous improvement, because by definition, responding to risks is a
reactive measure.

Details for Each Option:

A Holding lessons learned meetings at regular intervals

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 Incorrect. A common problem that exists on projects is that lessons learned are only captured on a reactive
basis. The documentation of knowledge gained becomes an afterthought as performing the actual work of
producing the project's deliverables takes priority. Scheduling lessons learned meetings at regular intervals
takes a more proactive approach which supports continuous improvement.

B Conducting retrospectives throughout the project

Incorrect. Retrospectives are an integral part of the agile framework. A retrospective is a specialized meeting
that is held by the project team at the end of the iteration, release, or project. The purpose of the meeting is to
discuss what went well during the iteration, release, or project as well as what improvements can be made in
the future. In this way, retrospectives drive continuous improvement.

C Periodically updating the organizational knowledge base

Incorrect. An organizational knowledge base should contain the lessons learned repository. The lessons
learned repository is an organizational process asset which serves as an archive of historical information about
lessons learned in projects which can be used to improve performance on future projects. Periodically updating
the organizational knowledge base is vital to ensure that lessons learned are not lost at the end of a project,
which promotes continuous improvement.

D Timely implementing planned responses for the realized risks

Correct. Timely implementing responses for the realized risks will help ensure the risks are addressed as
planned. However, this activity would not prevent risks and issues from recurring on the current project or future
projects.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 110, 113, 96, 449; see also

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PMP Exam Simulator
PMP Exam 2

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Question 14 of 200 Question ID: 613799

The final product has been accepted by the customer. Using the customer acceptance documentation from the
Validate Scope process, the project manager ensures all the project requirements have been met and begins work on
documenting the formal transfer of the completed product to the operations group and completion of the project.

This information will become part of which of the following?

A Enterprise environmental factors

B Organizational process assets

C Quality reports

D Project register

G Question answered correctly. Question is marked.

Hint:
The project manager is preparing closure documents which are updates to which part of project documentation?

Correct Answer: B

Explanation:

Upon completion of a project, the project manager ensures all project requirements are completed and then begins
finalizing the closure of the project. Formal documentation that indicates completion of the project and transfer of
the product to others, such as the operations department, is part of project closure documents. Organizational
process assets include project closure documentation.

Details for Each Option:

A Enterprise environmental factors

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 Incorrect. Enterprise environmental factors are existing systems over which a project manager has no control.
In this scenario, the project manager is working on the project closure documents which are obviously under his
control, making enterprise environmental factors an incorrect answer.

B Organizational process assets

Correct. Organizational process assets are processes, procedures, policies and knowledge bases that are used
by the performing organization. Upon completion of a project, the formal closure documents become part of the
organizational process assets. Therefore, this is the correct answer.

C Quality reports
Incorrect. A quality report is a project document that may record quality management issues escalated by the
team; recommendations for process, project, and product improvements, etc. However, this report does not
include information about the formal transfer of the completed product to the operations group and completion
of the project.

D Project register
Incorrect. 'Project register' is a made-up term.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 128

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PMP Exam Simulator
PMP Exam 2

Filtered Mode: Displaying 51 questions

Question 23 of 200 Question ID: 612143

A project manager is creating a draft of the project charter. He is currently identifying the key deliverables based on
the business requirements.

What purpose does the identification of the key deliverables serve?

A Managing customer expectations and directing the achievement of project goals

B Supporting the evaluation of the feasibility of new projects or services

C Proposing an implementation strategy

D Aligning expectations and gaining support for the project

G Question answered correctly

Hint:
The correct answer is represented by task #2 of the initiating domain.

Correct Answer: A

Explanation:

The Project Management Professional (PMP)® Examination Content Outline contains a list of tasks for each domain,
with which PMP aspirants are expected to be familiar. The correct answer is represented by task #2 of the initiating
domain which states, "Identify key deliverables based on the business requirements in order to manage customer
expectations and direct the achievement of project goals." The incorrect answer choices are represented by other
tasks of the initiating domain.

Details for Each Option:

A Managing customer expectations and directing the achievement of project goals

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 Correct. Task #2 of the initiating domain states, "Identify key deliverables based on the business requirements
in order to manage customer expectations and direct the achievement of project goals."

B Supporting the evaluation of the feasibility of new projects or services

Incorrect. Task #1 of the initiating domain states, "Perform project assessment based upon available
information, lessons learned from previous projects, and meetings with relevant stakeholders in order to
support the evaluation of the feasibility of new products or services within the given assumptions and/or
constraints." Therefore, this answer choice can be eliminated.

C Proposing an implementation strategy

Incorrect. Task #4 of the initiating domain states, "Identify high-level risks, assumptions, and constraints based
on the current environment, organizational factors, historical data, and expert judgment, in order to propose an
implementation strategy." Therefore, this is not the correct option.

D Aligning expectations and gaining support for the project

Incorrect. Task #3 of the initiating domain states, "Perform stakeholder analysis using appropriate tools and
techniques in order to align expectations and gain support for the project." Therefore, this option is incorrect.

Reference:

Project Management Professional (PMP)® Examination Content Outline, Project Management Institute Inc., June
2015, Domain I, Task 2

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PMP Exam Simulator
PMP Exam 2

Filtered Mode: Displaying 51 questions

Question 24 of 200 Question ID: 612244

While creating the project charter, you review the business case and learn that, unlike previous projects, this project
will source non-sustainable wood for the product, which substantially reduces project cost. Your company has had
some financial difficulties lately, but you know it has high environmental standards and always marketed and prided
itself on producing goods that are 'green'.

What is your best course of action?

A Update the business case to specify sustainable wood to be used in the project

B Continue to create the project charter according to the business case

C Hold on the development of the project charter and ask the sponsor for advice

D Specify in the project charter the use of a sustainable wood source

G Question answered correctly. Question is marked.

Hint:
Ensure your project aligns with company standards.

Correct Answer: C

Explanation:

One of the project manager's responsibilities is providing recommendations and oversight to keep the project
business case, project management plan, project charter, and project benefits management plan success measures
in alignment with one another and with the goals and objectives of the organization. In this scenario, the company
image for producing 'green' goods would be compromised if the non-sustainable wood was used in the product.
Therefore, in order to uphold the company image, it is your job as a project manager to understand why the non-
sustainable wood was prescribed for use in the business case. In the vast majority of our questions, consulting with
the project sponsor is typically an incorrect answer. But not in this case. By contacting the sponsor and explaining
your discovery to her, you can hopefully rectify the situation, making this the best answer to the question asked.

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Details for Each Option:

A Update the business case to specify sustainable wood to be used in the project
Incorrect. The project manager does not have the authority to update the business case at will. The project
sponsor is generally accountable for the development and maintenance of the project business case.

B Continue to create the project charter according to the business case

Incorrect. It is not ethical to deliberately ignore a problem that conflicts with company standards when you know
it can be addressed. Ignoring the problem and proceeding blindly with the business case when you know
something is not right, especially when there is another more "flexible" option of consulting with the project
sponsor would be a better solution. What if there is simply a mistake in the business case?

C Hold on the development of the project charter and ask the sponsor for advice
Correct. Using non-sustainable wood in the product appears to be against the company's standards, and it is
your job as a project manager to ensure the project aligns with the organization's goals and objectives. By
contacting the sponsor, you can begin the process of understanding and possibly resolving the situation,
making this course of action the best answer to the question asked.

D Specify in the project charter the use of a sustainable wood source

Incorrect. By specifying the wood source without consulting with the project sponsor, you are not confronting
the issue with the aim of understanding the situation. Perhaps there is a way of using non-sustainable wood
and at the same time meeting company standards. Regardless, just specifying the wood source is not the best
action to take in this situation.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 29

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PMP Exam Simulator
PMP Exam 2

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Question 26 of 200 Question ID: 612340

During project initiation, the project manager realizes that due to the resource requirements of other higher priority
projects, some resources may not be available for the current project. If this happens, the project may fail. The project
manager wants to ensure that this risk is known to key project stakeholders as one of the conditions to terminate the
project.

What should the project manager do?

A Issue a risk report

B Develop a resource management plan

C Terminate the project

D Establish the project exit criteria

J Question answered incorrectly

Hint:
Is the project at risk of failure?

Correct Answer: D

Explanation:

Project exit criteria (also known as accomplishment criteria) defines the conditions that need to be met in order to
close or to cancel the project or phase. The scenario implies the project is set up for failure if resources are
unavailable to fulfill the project requirements. By proactively identifying the risk of resources being unavailable,
establishing the project exit criteria early in the project, and documenting the criteria in the project charter, the key
project stakeholders would be aware of the circumstances. In the event risk realizes, i.e., the resources are not
available, the news would not come as a surprise, and the project would not be considered a failure. If the project
meets its exit criteria, the project enters the Close Project or Phase process.

Details for Each Option:

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A Issue a risk report
Incorrect. The risk report is a project document that is first created as an output of the Identify Risks process
and then developed progressively throughout the Project Risk Management processes This document
summarizes information on individual project risks and the level of overall project risk. While the risk report
could have documented the risk of resource unavailability, it is not the right place to specify the conditions for
project termination. Additionally, the risk report is typically not available during project initiation.

B Develop a resource management plan

Incorrect. The resource management plan establishes the approach for managing project resources. The plan
could include information on how best to secure resources for the project; however, developing the plan does
not address the essence of the question, which is concerned with communicating the risk of resource
unavailability to the project stakeholders. Additionally, the resource management plan is created during project
planning, while the scenario describes a project in initiation.

C Terminate the project

Incorrect. The question is concerned with communicating the potential risk of resource unavailability to the key
project stakeholders and ensuring this risk is documented as a condition to project termination. Terminating the
project at this point is a premature action.

D Establish the project exit criteria

Correct. Project exit criteria (also known as accomplishment criteria) describe the conditions to be met in order
to close or to cancel the project or phase and is included in the project charter. By documenting these criteria,
the key project stakeholders will be aware of the resource unavailability as one of the conditions to terminate
the project.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 81, 121-123, 330

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PMP Exam Simulator
PMP Exam 2

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Question 29 of 200 Question ID: 626030

You are reviewing a document that describes the project vision, mission, purpose, objectives, and success criteria;
high-level requirements, risks, and assumptions; the list of key stakeholders, and the name of the assigned project
manager.

What else should be specified in this document?

A The business need and the cost-benefit analysis

B Requirements for formal procurement closure

C Development approach and project life cycle

D Milestone schedule and key deliverables

G Question answered correctly

Hint:
The scenario describes a project charter. Which answer choice represents information included in the project charter?

Correct Answer: D

Explanation:

The project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a
project and provides the project manager with the authority to apply organizational resources to project activities.
Additionally, the project charter sets a clear vision and mission for the project team and stakeholders allowing the
project manager to lead the team towards the achievement of the project goals. All items described in the scenario
are typically part of the project charter. There are several other items that are often specified in the project charter,
such as the key project deliverables as well as the summary milestone schedule.

Details for Each Option:

A The business need and the cost-benefit analysis

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 Incorrect. The business need and the cost-benefit analysis are part of the business case, while according to the
scenario, you are reviewing the project charter.

B Requirements for formal procurement closure

Incorrect. The requirements for formal procurement closure are usually defined in the terms and conditions of
the contract and are included in the procurement management plan rather than in the project charter implied by
the question.

C Development approach and project life cycle

Incorrect. Development approach describes the approach which will be used to develop the product, service, or
result of the project. Project life cycle describes the series of phases that a project passes through from its
initiation to its closure. Both the development approach and project life cycle are components of the project
management plan, while the scenario infers you are reviewing the project charter.

D Milestone schedule and key deliverables

Correct. The items described in the question text are typically specified in the project charter. The summary
milestone schedule and key deliverables are also part of the project charter. Those items were not mentioned
in the scenario, making this choice the best answer to the question asked.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 81

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PMP Exam Simulator
PMP Exam 2

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Question 30 of 200 Question ID: 612873

As a project manager, you are in the initiation stage of a new project. You are currently preparing for a meeting to
conduct a benefit analysis with relevant stakeholders to validate project alignment with organizational goals and
expected business value.

What should the project manager do to prepare for the meeting?

A Review the project management plan

B Examine the project business documents

C Read the stakeholder engagement plan

D Study the project alignment plan

J Question answered incorrectly. Question is marked.

Hint:
Which of the choices describes an item available during project initiation?

Correct Answer: B

Explanation:

The project business documents include the business case and benefits management plan which are created as part
of pre-project work. The business case is a documented economic feasibility study used to establish the validity of the
benefits of a selected component lacking sufficient definition, and that is used as a basis for the authorization of
further project management activities. The benefits management plan is the documented explanation defining the
processes for creating, maximizing, and sustaining the benefits provided by a project. These documents will contain
the relevant information which can be used in preparation for the meeting described by the question. Additionally, with
the project in the initiation stage, items described in the other answer choices are not yet available to be used as a
source of information. Note that the project charter and stakeholder register are created during project initiation. The
question does not state whether or not these documents have already been produced, but they would also provide
relevant information for the meeting if they are available. However, the project charter and stakeholder register were
not listed as answer choices.

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Details for Each Option:

A Review the project management plan

Incorrect. The question states that the project is in the initiation stage. The project management plan is not
developed until project planning. Therefore, there is no project management plan at this point in the project.

B Examine the project business documents

Correct. The project business documents include the business case and benefits management plan which are
created as part of pre-project work. These documents will contain the relevant information which can be used in
preparation for the meeting described by the question.

C Read the stakeholder engagement plan

Incorrect. The stakeholder engagement plan is a component of the project management plan. The question
states that the project is still in the initiation stage, and the stakeholder engagement plan is not developed until
later in the project as part of project planning.

D Study the project alignment plan

Incorrect. 'Project alignment plan' is a fake term made up for this question.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 29, 33

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PMP Exam Simulator
PMP Exam 2

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Question 40 of 200 Question ID: 612184

You are leading a project to develop a more energy efficient commercial refrigeration system. During testing of the
prototype, a defective component is discovered within the compressor.

With the approval obtained to repair the defective part, what should be done next?

A Perform the Integrated Change Control Process

B Submit a change request

C Repair the defect

D Replace the compressor

G Question answered correctly

Hint:
A defect repair is performed as part of the Executing Process Group.

Correct Answer: C

Explanation:

The question states that approval has been obtained to repair the defect, which implies that a change request was
submitted and approved. Once the change request has been approved, the Perform Integrated Change Control
process is complete. Approved change requests can be an input to the Direct and Manage Project Work process.
The next logical step is to perform the defect repair through the Direct and Manage Project Work process. Therefore,
of the available choices, repairing the defect is the best answer to the question asked.

Details for Each Option:

A Perform the Integrated Change Control Process

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 Incorrect. The question states that the approval has been obtained to repair the defect which implies that a
change request was submitted and approved. Once the change request has been approved, the Perform
Integrated Change Control process is complete, and no further action is necessary for this process.

B Submit a change request

Incorrect. Approval for the defect repair suggests that a change request has already been submitted and
approved. Therefore, submitting a change request would be redundant and unnecessary.

C Repair the defect

Correct. Once the defect repair has been approved through the Perform Integrated Change Control process,
the next logical step is to repair the defect through the Direct and Manage Project Work process.

D Replace the compressor

Incorrect. The defect repair may include repairing or replacing the defective component of the compressor or
replacing the compressor entirely. There is not enough information in the question to determine if replacing the
compressor was part of the approval to repair the defect. Therefore, replacing the compressor is not the best
answer to the question asked.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 92-93

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PMP Exam Simulator
PMP Exam 2

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Question 42 of 200 Question ID: 625204

A project has been broken down into four phases. The first phase is design, the second is coding, the third is testing,
and the final phase is the deployment. The first two phases have already been completed. The project team has just
completed all testing activities of the third phase and reports to the project manager that the deliverables have been
verified. The project manager is pleased and wants to begin deployment as soon as possible.

What should the project manager do next?

A Ensure the sponsor has signed the charter for the fourth phase

B Begin the Close Project or Phase process of the testing phase

C Obtain acceptance of the deliverables from the testing phase

D Hold the fourth phase kick-off meeting with the project team

G Question answered correctly

Hint:
What must be completed on the third phase before the start of the fourth phase?

Correct Answer: C

Explanation:

The scenario described in the question implies that the project manager is going to perform the Close Project or
Phase process. The project manager must ensure that this process is completed before starting a new phase of the
project. However, to close the project or phase, the project manager has to ensure that the deliverables are accepted
by the customer or by the relevant stakeholders. Of the available choices, the only activity that must be completed
before starting the deployment phase is to obtain acceptance of the deliverables from the testing phase.

Details for Each Option:

A Ensure the sponsor has signed the charter for the fourth phase
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 Incorrect. Each project phase may or may not have its own charter. However, the project manager should not
start the fourth phase until the Close Project or Phase process from the third phase has been completed.

B Begin the Close Project or Phase process of the testing phase

Incorrect. The Close Project or Phase process has to be carried out but not before the deliverables are formally
accepted. According to the scenario, testing has been completed and deliverables verified, but there is nothing
in the question that indicates that the deliverables have been formally accepted. Therefore, beginning the Close
Project or Phase process is premature.

C Obtain acceptance of the deliverables from the testing phase

Correct. The scenario suggests that the project team has just completed the Control Quality process which
resulted in verified deliverables. Verified deliverables are input to the Validate Scope process, which, in turn,
results in accepted deliverables as one of its outputs.

D Hold the fourth phase kick-off meeting with the project team
Incorrect. The Close Project or Phase process of the third phase must be completed prior to the start of the
next phase of the project. And the Close Project or Phase process cannot begin before the Validate Scope
process (where the deliverables are accepted) is complete.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 125, 305,

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PMP Exam Simulator
PMP Exam 2

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Question 43 of 200 Question ID: 613253

As part of project closure, the project manager archives all of the project documents and materials in accordance with
the company's policies and procedures.

Which of the following is the least likely reason for this activity?

A To comply with statutory requirements

B For potential use in future projects

C To improve the performance of the current project

D To be available for any future audits

J Question answered incorrectly

Hint:
Reviewing the tasks of the closing domain in The Project Management Professional (PMP)® Examination Content
Outline may help you in selecting the correct answer.

Correct Answer: C

Explanation:

The Project Management Professional (PMP)® Examination Content Outline contains a list of tasks for each domain,
with which PMP aspirants are expected to be familiar. Task #6 from the closing domain states, "Archive project
documents and materials using generally accepted practices in order to comply with statutory requirements and for
potential use in future projects and audits." Note, the question is asking for the 'least' likely reason for archiving the
documents during project closure. The incorrect answer choices all represent valid reasons for archiving the project
documents and materials as stated in The Project Management Professional (PMP)® Examination Content Outline.
Any knowledge gained during the project should be archived in the lessons learned repository to improve the
performance of 'future' projects. With the project at an end, any knowledge gained is not likely to improve the
performance of the 'current' project. Therefore, of the available choices, improving the performance of the current
project is the 'least' likely reason and, hence, the best answer.

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Details for Each Option:

A To comply with statutory requirements

Incorrect. Task #6 of the closing domain from The Project Management Professional (PMP)® Examination
Content Outline includes compliance with statutory requirements as one of the reasons for archiving project
documents and materials.

B For potential use in future projects

Incorrect. Task #6 of the closing domain from The Project Management Professional (PMP)® Examination
Content Outline lists potential use in future projects as one of the reasons for archiving project documents and
materials.

C To improve the performance of the current project

Correct. Any knowledge gained during the project should be archived in the lessons learned repository to
improve the performance of 'future' projects. With the project at an end, any knowledge gained is not likely to
improve the performance of the 'current' project.

D To be available for any future audits

Incorrect. Task #6 of the closing domain from The Project Management Professional (PMP)® Examination
Content Outline lists potential use in audits as a justification for archiving project documents and materials.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 127-128; see also Project Management Professional (PMP)® Examination Content
Outline, Project Management Institute Inc., June 2015, Domain V, Task 6

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 54 of 200 Question ID: 612767

During the early stages of project initiation, a project manager needs to develop a list of high-level risks, which will be
included in a document to authorize the project.

What should the project manager do next?

A Allocate contingency reserves

B Seek advice from an expert in risk identification

C Carry out the Identify Risks process

D Wait until the project is officially authorized

J Question answered incorrectly

Hint:
The project manager is assisting with the development of the project charter. Which tool or technique can be used as
part of this process?

Correct Answer: B

Explanation:

The question suggests that the Develop Project Charter process is underway with the development of the project
charter. High-level risks are identified and included in the project charter. The project charter, once it is finalized and
approved by the project sponsor, formally authorizes the project. One of the tools and techniques that may be used
during the Develop Project Charter process is expert judgment. Expertise should be considered from individuals or
groups with specialized knowledge of or training in risk identification. Seeking advice from an expert in risk
identification describes expert judgment.

The project as described in this scenario is still in initiation. The high-level risks that are included in the project charter
may then be confirmed and elaborated as part of the Identify Risks process when the risk register is created.

Details for Each Option:

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A Allocate contingency reserves
Incorrect. Contingency reserves are funds allocated for risk response plans, which are developed during project
planning to address identified risks. According to the scenario, the project is still in the initiation, and even the
high-level risks have not yet been identified, let alone specific risks, for which contingency reserves would have
to be allocated.

B Seek advice from an expert in risk identification

Correct. This answer choice describes expert judgment. Expertise should be considered from individuals or
groups with specialized knowledge of or training in risk identification.

C Carry out the Identify Risks process

Incorrect. The Identify Risks process belongs to the Planning Process Group, while according to the scenario
the project is still in initiation.

D Wait until the project is officially authorized

Incorrect. The project charter is the document, which formally authorizes the project. In the situation presented
in the question, the project manager should not simply wait. The project manager should take action to develop
a list of high-level risks, which not only will be included in the project charter but need to be weighed out by the
sponsor along with costs vs. benefits to determine whether to proceed with the project.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 79

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 66 of 200 Question ID: 651324

A major project deliverable has been completed and transitioned to operations. The project team is ready to move on
to the next deliverable scheduled. One team member speaks up and asks if the team should conduct a retrospective.

What is the project manager's best response?

A Yes, whenever any part of the project closes, the team can conduct a retrospective.

B No, the retrospectives are held only after the project is closed.

C Yes, but at the end of the project phase when we review the other deliverables.

D No, retrospectives are only for agile chartered projects.

J Question answered incorrectly

Hint:
What is the objective of a retrospective?

Correct Answer: A

Explanation:

A retrospective is a scheduled review to record lessons that have been learned during the process of producing the
project deliverables. Retrospectives are a valuable tool and technique of closing any key time in the project - an
iteration, phase, deliverable, milestone, or even the project as a whole. These sessions are conducted as needed to
help the project team learn from their work, processes, and the project management practices. These lessons
learned can be applied to the future work of this project, as well as other projects. Therefore, of the choices provided,
responding to the team member that a retrospective should be conducted and it can be held whenever any part of the
project closes is the best answer to the question asked.

Details for Each Option:

A Yes, whenever any part of the project closes, the team can conduct a retrospective.
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 Correct. Retrospectives can be held at any time during the project where there is an opportunity for the project
to document and discuss lessons learned, improvements, and evaluate practices.

B No, the retrospectives are held only after the project is closed.
Incorrect. Retrospectives are part of the Monitoring and Controlling Process Group and the Closing Process
Group. These sessions are held at any key time during the project.

C Yes, but at the end of the project phase when we review the other deliverables.
Incorrect. A retrospective can occur at any point in the project. There is no requirement to hold them at the end
of an iteration or project phase.

D No, retrospectives are only for agile chartered projects.

Incorrect. Whether a project is chartered and expected to be managed in a traditional approach or an agile
approach, the methodologies, tools, and techniques can be used in any project.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 127, 224, 305; see also the Agile Practice Guide, Project Management Institute Inc,
2017, Page(s) 50-51

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 83 of 200 Question ID: 613589

A company has just completed a project. A few weeks later, the company's representative calls the consultant who
served as the project manager to get some additional details on the project including pitfalls and best practices to be
used for future projects. The representative states that they searched the project files, but the information was not
there.

What might the consultant have missed?

A Meeting with the relevant stakeholders from the company and providing the information in person before
leaving for another assignment

B Archiving the project documents and materials in the organizational process assets of the company

C Nothing, since the knowledge gained during the project lead by an external consultant is considered
proprietary and owned by the consultant

D Updating all of the project related documents and marking them as final versions

J Question answered incorrectly

Hint:
The lessons learned register should be finalized and transferred to the lessons learned repository of the company as
part of the Close Project or Phase process.

Correct Answer: B

Explanation:

All project documents may be updated and marked as final versions as a result of project closure. Of particular
importance is the lessons learned register, which is finalized to include final information on phase or project closure.
The finalized lessons learned register, which may include pitfalls and best practices, is then transferred to the lessons
learned repository during the Close Project or Phase process. In this manner, the project documents and materials,
including the lessons learned repository, is archived as an organizational process asset of the performing
organization for use on future projects. Therefore, of the available options, archiving the project documents and
materials is most likely what the project management consultant missed during project closure.

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Details for Each Option:

A Meeting with the relevant stakeholders from the company and providing the information in person before
leaving for another assignment
Incorrect. There is nothing wrong with meeting with the stakeholders to provide information on best practices if
the company chooses so. However, regardless of this meeting, the knowledge gained during the project should
still be captured in the lessons learned register and then transferred to the lessons learned repository as an
organizational process asset of the company which is the performing organization in the scenario described.

B Archiving the project documents and materials in the organizational process assets of the company
Correct. The lessons learned register, which may include pitfalls and best practices to be considered for future
projects, should be finalized and then transferred to the lessons learned repository as an organizational
process asset during the Close Project or Phase process. Archiving the project documents and materials in the
company's organizational process assets was the activity which the project management consultant most likely
missed.

C Nothing, since the knowledge gained during the project lead by an external consultant is considered
proprietary and owned by the consultant
Incorrect. The terms and conditions of the contract will determine ownership of the results derived from the
project including any documents and knowledge gained. The mere fact that the project manager was
contracted as an external consultant rather than hired as an employee is not relevant in determining ownership
for any aspect of the results of the project.

D Updating all of the project related documents and marking them as final versions
Incorrect. The action of updating the project related documents and marking them as final versions alone would
not preserve the documents as organizational process assets to be available for use in future projects of the
company.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 127-128

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 88 of 200 Question ID: 651321

The company has been sold. Consequently, there is a major shift in direction and strategy. A multiphase project has
been canceled during execution of its final phase, and no more budget or work is to be spent on the project. The
PMO has assigned the project manager to manage another project.

Before moving over to the other project, what must the project manager do?

A Communicate the status of the project to the team and produce a final report

B Gain senior managers' approval to manage another project

C Procure the rest of the items on the contract agreement with the supplier

D Complete the final phase of the project

J Question answered incorrectly

Hint:
Who else knows about the cancellation?

Correct Answer: A

Explanation:

When a project is terminated prematurely, then all the stakeholders must be made aware of the situation and the
remaining activities. It is extremely likely that the project sponsor(s) are already aware of the project's closure.
Nonetheless, they should be provided a final report of what has occurred up to this point of the project and other
relevant information. The project team and other stakeholders should also be communicated with, and other closing
actions should be performed.

Details for Each Option:

A Communicate the status of the project to the team and produce a final report

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 Correct. Communication is critical in closing a project, especially one that concludes prematurely.
Communicating the performance, status, and closing details to the team is needed before moving on to other
projects.

B Gain senior managers' approval to manage another project

Incorrect. The project management office (PMO) has assigned the project manager to manage another project
implying this decision has likely been agreed upon by all relevant managers and sponsors.

C Procure the rest of the items on the contract agreement with the supplier
Incorrect. Procurement agreements with suppliers should contain riders or terms that account for project
cancellations and other unexpected outcomes. A properly negotiated contract should not require a project to
purchase items that are no longer needed.

D Complete the final phase of the project

Incorrect. The project has been canceled, including all its subsequent phases. There is no longer budget or
resources assigned to continue the work of the project beyond the current phase.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 127

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 103 of 200 Question ID: 612390

You are managing a multi-phase project to design and build a new attraction for an amusement park. During the build
phase, the project manager learns that a permit that was required before the start of the build phase had been denied
in the design phase and all work must stop until this issue is resolved.

What did the project manager likely miss?

A Nothing, the project manager was informed too late, and it wasn't his fault this was not caught sooner

B Holding a phase gate review meeting at the end of the design phase

C Allocating sufficient contingency reserves to allow for such issues if they arise

D Including permitting experts as key stakeholders on the project team

J Question answered incorrectly

Hint:
What would have provided a checkpoint before proceeding to the build stage?

Correct Answer: B

Explanation:

A phase gate, sometimes called phase review, stage gate, kill point, phase entrance or phase exit, is held at the end
of a phase. The project's performance and progress are compared to project and business documents. A decision,
such as go/no-go, is made based on this review to continue to the next phase, continue to the next phase with
modification, end the project, remain in the phase or repeat the phase or element of it. The question indicates that a
project should have been stopped before allowing the build phase to start when a key requirement, the approval of
the permit had been achieved.

Had the project manager held the phase gate review, the information about the denial of the permit would have been
communicated to the project stakeholders and a decision not to proceed would have been made.

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Details for Each Option:

A Nothing, the project manager was informed too late, and it wasn't his fault this was not caught sooner
Incorrect. It is the project manager's responsibility to know the requirements and exit criteria of each phase and
conduct a phase gate prior to move into the next phase. The project manager is ultimately responsible for
missing this critical issue and is responsible for the project stoppage.

B Holding a phase gate review meeting at the end of the design phase
Correct. A phase gate is held at the end of a phase to compare project performance to exit criteria for that
phase. It is very likely that the approval of the permit was an exit criterion for the design phase and this was
missed because no phase gate was conducted before moving on to the build stage.

C Allocating sufficient contingency reserves to allow for such issues if they arise
Incorrect. The is no mention in the question that the permit approval was a risk that had been identified and
required contingency reserves in the schedule to avoid this issue.

D Including permitting experts as key stakeholders on the project team

Incorrect. There is nothing in the question that supports there was a lack of critical knowledge or expertise but
instead poor communication and/or failure to follow proper procedures for a multi-phase project.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 21, 81

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 119 of 200 Question ID: 612451

With the project charter approved, you now need to identify the high-level strategic and operational assumptions and
constraints and document them in the assumption log.

What should you do?

A Ask the project sponsor to provide the information

B Perform the Identify Assumptions and Constraints process

C Read the project management plan

D Refer to the business case

J Question answered incorrectly

Hint:
The high-level strategic and operational assumptions and constraints should have been identified during pre-project
work.

Correct Answer: D

Explanation:

High-level strategic and operational assumptions and constraints are normally identified in the business case before
the project is initiated and is used to inform the development of the project charter. Lower-level activity and task
assumptions are generated throughout the project such as defining technical specifications, estimates, risks, etc. The
assumption log is used to record all assumptions and constraints throughout the project life cycle. Therefore, of the
available options, you should check the business case to identify the high-level strategic and operational assumptions
and constraints.

Details for Each Option:

A Ask the project sponsor to provide the information

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 Incorrect. The project sponsor may not have the relevant information that you require. Project managers should
use the readily available resources before escalating issues to the project sponsor. High-level strategic and
operational assumptions and constraints are typically identified as part of pre-project work, which should be
available to a project manager.

B Perform the Identify Assumptions and Constraints process

Incorrect. 'Identify Assumptions and Constraints' is a fake project management process made up for this
question.

C Read the project management plan

Incorrect. The question suggests that the project is still in the initiation stage; therefore, the project
management plan has yet to be developed.

D Refer to the business case

Correct. The business case is created during pre-project work and should contain the high-level strategic and
operational assumptions and constraints.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 81

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PMP Exam Simulator
PMP Exam 6

Filtered Mode: Displaying 8 questions

Question 124 of 200 Question ID: 612578

Execution has begun for a project to establish retail distribution in a new area of the country. However, the performing
organization has just announced the acquisition of a competitor that has a well-established retail distribution network
in the target area rendering the project objectives obsolete.

What is the best course of action for the performing organization?

A Continue with the project as originally planned

B Submit a change request to update the project management plan

C Immediately stop all project work and release the project team

D Terminate the project

J Question answered incorrectly

Hint:
The need for the project no longer exists.

Correct Answer: D

Explanation:

The question implies that the project objectives have been rendered obsolete with the acquisition of a competitor;
thus, the need for the project no longer exists. A project typically ends when its objectives have been achieved or it is
terminated when it cannot or will not meet its objectives, or when the need for the project no longer exists. The
question asks what is the best course of action for the performing organization. The answer is to terminate the
project. Note, a project manager is the person who is authorized by the performing organization to lead the project
team to achieve the project objectives, but the project manager does not have the authority to terminate a project. An
approval from the appropriate authority should be obtained. However, this option is not provided among the answer
choices. Therefore, among the options available, terminating the project is the best answer to the question asked.

Details for Each Option:

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A Continue with the project as originally planned
Incorrect. The question implies that the need for the project no longer exists. Therefore, there is no reason to
continue with the project as originally planned.

B Submit a change request to update the project management plan

Incorrect. The question describes a situation where the need for the project no longer exists as the result of the
acquisition of a competitor. There are no changes that can be made to the project management plan that can
reestablish the value of the project to the performing organization. Even if the performing organization decides
that the acquired retail distribution network needs to be optimized, this should trigger a new project rather than
altering the project which has been rendered obsolete.

C Immediately stop all project work and release the project team
Incorrect. Although the need for the project no longer exists, there is still project work which must be completed
and finalized, such as the activities of the Close Project or Phase process. Some of the project team members
may still be required to perform these activities.

D Terminate the project

Correct. The question suggests that the need for the project no longer exists. A project's end is reached when
the objectives have been achieved or when the project is terminated because its objectives will not or cannot
be met, or when the need for the project no longer exists.

Reference:

A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management
Institute Inc., 2017, Page(s) 5, 542