Elevating Personal Impact and Effectiveness PMI-PMOCP Practice Questions (Page 3)

Questions 11–15

1. 11expert · hard

   A project manager is preparing a complex financial model for a project business case. The model has many assumptions, and the project manager is confident in the calculations. A colleague offers to review the model, but the project manager is short on time and the business case is due tomorrow. What should the project manager do?

   • AAccept the colleague's offer and allocate time for the review, even if it means working late.
   • BAsk the colleague to review only the summary page, not the detailed calculations, to save time.
   • CSubmit the model without review to meet the deadline, trusting the project manager's own calculations.
   • DDelay the business case submission by a day to allow for a full review.
   Reveal Solution Discussion Select an answer first
2. 12application · medium

   A project manager discovers that a team member has been inflating their timesheets to meet a tight deadline. The team member is a top performer and the project is on track. The organization's code of conduct explicitly prohibits time fraud. What should the project manager do?

   • AIgnore the issue because the project is on track and the team member is valuable.
   • BImmediately terminate the team member for violating the code of conduct.
   • CPrivately warn the team member and allow them to correct the timesheets without further escalation.
   • DAdjust the project schedule to hide the timesheet discrepancy from the sponsor.
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4. 13application · medium

   During a project status meeting, a team member mentions that a critical third-party API has been returning intermittent errors in the staging environment for the past two days. The team member is unsure if it will affect the production launch scheduled for next week. What should the project manager do first?

   • ALog the issue in the risk register and assign a team member to investigate the error rate and impact on the launch.
   • BDelay the production launch by two weeks to allow time for the API issue to resolve.
   • CEscalate the issue to the vendor immediately and request a root cause analysis.
   • DAsk the team member to monitor the issue and report back at the next weekly status meeting.
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5. 14application · medium

   A project manager is leading a software implementation. Midway through the project, a key stakeholder announces a new regulatory requirement that changes the data retention policy, affecting the database schema. The change is significant but not urgent for the current sprint. What should the project manager do?

   • AAsk the stakeholder to defer the requirement until after the current project is completed.
   • BInstruct the development team to implement the change in the next sprint without adjusting the schedule.
   • CImmediately halt all development work to re-plan the entire project around the new requirement.
   • DAssess the impact of the new requirement on the schedule and budget, then present options to the steering committee.
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6. 15expert · hard

   A project manager is evaluating two team members for a promotion. Team member A is a close friend of the project manager and has been supportive. Team member B has objectively better performance metrics and more relevant experience. The project manager's manager has hinted that Team member A should be promoted. What should the project manager do?

   • AAsk the manager to make the final decision to avoid personal bias.
   • BRecommend Team member A to maintain the relationship and align with the manager's hint.
   • CDelay the promotion decision until more data is available.
   • DRecommend Team member B based on the objective performance data and document the rationale.
   Reveal Solution Discussion Select an answer first