Elevating Personal Impact and Effectiveness PMI-PMOCP Practice Questions (Page 6)

Questions 26–30

1. 26expert · hard

   A project manager has a critical deliverable due in three days. The project manager also has a mandatory compliance training that will take half a day, and a routine team meeting that can be rescheduled. The project manager is feeling overwhelmed. What should the project manager do?

   • AAttend the compliance training, reschedule the team meeting, and allocate focused time blocks for the deliverable.
   • BWork overtime to complete the deliverable, attend the training, and keep the team meeting.
   • CSkip the compliance training to focus on the deliverable and reschedule the team meeting.
   • DDelegate the deliverable to a team member to free up time for the training and the meeting.
   Reveal Solution Discussion Select an answer first
2. 27application · medium

   A project manager is preparing the final budget report for the steering committee. The project manager notices that a small expense category was accidentally double-counted, but the error is minor and would not change the overall project status. The report is due in one hour. What should the project manager do?

   • ASubmit the report as-is because the error is immaterial and correcting it would delay the submission.
   • BAsk a colleague to review the report and confirm whether the error is worth fixing.
   • CCorrect the error, verify the revised totals, and submit the corrected report even if it is slightly late.
   • DSubmit the report and send a follow-up email the next day noting the error and the corrected figure.
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4. 28foundation · easy

   Which practice is an example of effective time management?

   • ACreating a to-do list and ranking tasks by urgency and importance
   • BWaiting until the last minute to begin a task
   • CStarting with the easiest tasks regardless of deadlines
   • DMultitasking on several complex tasks simultaneously
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5. 29foundation · easy

   Which behavior best demonstrates integrity?

   • ADenying the mistake to avoid conflict
   • BCorrecting the mistake silently without telling anyone
   • CAdmitting a mistake in a project report to the team
   • DBlaming a colleague for the mistake to protect your reputation
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6. 30application · medium

   A project manager is preparing a risk report for the steering committee. The project manager has a strong belief that a particular risk is unlikely to occur, based on past experience. However, the quantitative analysis shows a higher probability. What should the project manager do?

   • AOmit the risk from the report because the project manager believes it is unlikely.
   • BReport the quantitative analysis results and note the discrepancy with the project manager's qualitative assessment.
   • CAsk a colleague to review the quantitative analysis to confirm it is correct before reporting.
   • DAdjust the probability in the report to match the project manager's belief to avoid alarming the committee.
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