Elevating Personal Impact and Effectiveness PMI-PMOCP Practice Questions (Page 1)

Questions 1–5

1. 1expert · hard

   A project manager discovers that a team member has been taking credit for another team member's work in status reports. The team member who did the work is quiet and has not complained. The project manager values the hard-working team member and wants to address the situation. What should the project manager do?

   • APublicly correct the credit in the next status report to ensure the right person is recognized.
   • BPrivately discuss the issue with the team member who took credit, clarify the facts, and require correction in future reports.
   • CEscalate the issue to HR immediately for formal disciplinary action.
   • DIgnore the issue because the work is being done and the project is progressing.
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2. 2expert · hard

   A project manager's project has been struggling for months due to scope creep and resource constraints. The project manager is exhausted and considering asking for a replacement. The sponsor has offered additional budget and resources to help turn the project around. What should the project manager do?

   • AAccept the additional budget and resources, and develop a revised plan to recover the project.
   • BAsk for a replacement because the project manager is too exhausted to continue effectively.
   • CDecline the offer and continue with the current plan to avoid changing the approach.
   • DAccept the budget but continue with the same plan, hoping the extra money will solve the problems.
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4. 3foundation · easy

   What is the primary focus of ethical decision-making in project management?

   • AChoosing the option that benefits the project manager personally
   • BFollowing the majority opinion even if it is unethical
   • CApplying ethical principles and organizational values to resolve dilemmas
   • DSelecting the fastest solution without considering consequences
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5. 4foundation · easy

   What is the core idea of resilience building?

   • ARelying on others to solve problems
   • BAvoiding all setbacks by taking no risks
   • CRecovering from setbacks and maintaining performance under pressure
   • DGiving up on goals when obstacles arise
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6. 5application · medium

   A project manager notices that a key supplier has been consistently late on deliveries for the past three months, but the delays have not yet impacted the project schedule. The supplier's contract has a penalty clause for late deliveries. What should the project manager do?

   • ASwitch to a new supplier immediately to avoid future delays.
   • BInvoke the penalty clause immediately to send a strong message to the supplier.
   • CSchedule a meeting with the supplier to discuss the delays and develop a corrective action plan.
   • DWait until the delays impact the schedule before taking action.
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