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Exam Code : PMP
Exam Name : Project Management Professional PMI-001 (PMBOK6)
Vendor Name :
"PMI"

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PMP-2024 Dumps PMP-2024 Braindumps

PMP-204 Real Questions PMP-2024 Practice Test PMP-2024 Actual Questions

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PMI

PMP-2024

Project Management Professional - PMP 2024 (Follows PMBOK 7th)

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Question: 992

ch of the following is the primary purpose of a project kick-off meetin

assign project tasks to team members introduce the project team to stakeholders review the project's scope and objectives establish project communication channels

wer: B

anation: The primary purpose of a project kick-off meeting is to intro roject team to stakeholders. The kick-off meeting serves as an opport ing together key project team members, stakeholders, and other releva es to establish a shared understanding of the project's goals, objectives ctations. It provides a platform for project stakeholders to meet and en he project team, fostering relationships, building rapport, and alignin yone towards a common vision. While assigning project tasks, reviewi roject's scope and objectives, and establishing project communication nels may be components of a kick-off meeting, the primary focus is o

Whi g?

1. To

2. To

3. To

4. To

Ans

Expl duce

the p unity

to br nt

parti , and

expe gage

with t g

ever ng

the p

chan n the

introduction and collaboration between the project team and stakeholders.

Question: 993

A project manager is using a network diagram to represent the project's activities and their dependencies. What is the critical path in a network

diagram?

1. The sequence of activities that must be completed in the shortest duration.

2. The longest path of activities that determines the project's overall duration.

3. The path of activities with the highest resource requirements.

   
   

   anation: The critical path in a network diagram is the longest path of ities that determines the project's overall duration. It represents the ence of activities that, if delayed, would directly impact the project's pletion date. Activities on the critical path have zero slack or float, ning any delay in their completion would result in a delay in the projec pletion. The critical path is important for project scheduling and helps ify activities that require close monitoring and management to ensure y project delivery. The critical path may or may not have the highest urce requirements and the most dependencies.

   
   

   stion: 994

   
   

   re managing a project that involves working with a vendor to deliver al component. However, the vendor informs you that they are riencing unexpected delays in manufacturing the component. What sh o?

4. The path of activities with the most dependencies.
   
   Answer: B

Expl activ sequ com

mea t's

com ident timel reso

Que

You a a

critic

expe ould

you d

1. Accept the delay and inform the project stakeholders about the revised timeline

2. Find an alternative vendor to manufacture the component

3. Negotiate with the vendor to expedite the manufacturing process

4. Assess the impact of the delay on the project schedule and explore mitigation options

Answer: D

elay and informing stakeholders about the revised timeline may be ssary, it is important to first evaluate the consequences and consider ble mitigation strategies. Finding an alternative vendor or negotiating urrent vendor to expedite the manufacturing process can be potential ns, but they should be explored after assessing the impact and determ easibility of such actions. Therefore, option D is the most appropriate onse in this situation.

stion: 995

oject manager is using the earned schedule (ES) technique to assess pr ormance. What is the primary advantage of using earned schedule ove ed value management (EVM)?

provides more accurate cost estimates

includes the effect of schedule performance in addition to cost ormance

is easier to calculate and interpret

Explanation: When a vendor experiences unexpecteddelays in manufacturing a critical component for a project, the project manager should assess the impact of the delay on the project schedule and explore mitigation options. Understanding the potential impact of the delay is crucial for making informed decisions and minimizing the project's overall schedule risk. While accepting the d

nece

possi with

the c

optio ining

the f resp

Que

A pr oject

perf r

earn

1. It

2. It

   perf

3. It

4. It measures the value of completed work
   
   Answer: B

Explanation: The primary advantage of using earned schedule (ES) over earned value management (EVM) is that ES includes the effect of schedule performance in addition to cost performance. While EVM focuses on

measuring the value of completed work based on cost, ES incorporates the concept of time and provides insights into the project's schedule performance. This can help project managers better understand project progress and make informed decisions regarding schedule adjustments.

Question: 996

holders has ceased supporting the project and is calling for its termin ch of the following is the most appropriate action to take?

his information should be given directly to the project sponsor so they his stakeholder from terminating the project.

his information is of little value to the project sponsor because they w ent in the meeting and should already be aware of the project's status. his information should be analyzed, and its impact should be clearly rstood before reporting it to the project sponsor.

his information should be shared with the project team at the next tea ing.

wer: C

anation: The most appropriate action in this situation is to analyze the mation and gain a clear understanding of its impact before reporting it roject sponsor. It is important to assess the severity of the stakeholder ion and evaluate its potential consequences for the project. By analyzi

During the execution of a project, you discover that one of your key

stake ation.

Whi

1. T can

   stop t

2. T ere

   pres

3. T

   unde

4. T m

meet Ans

Expl

infor to

the p 's

decis ng

the information, you can provide the project sponsor with a comprehensive report that outlines the implications of the stakeholder's withdrawal and enables informed decision-making. Simply forwarding the information without analysis may not give the project sponsor a complete understanding of the situation.

Question: 997

During the planning phase of a project, the project manager identifies several risks that could impact the project's success. What should the project manager do next to effectively manage these risks?

1. Create a risk register and develop risk response strategies.

2. Communicate the risks to the project team and stakeholders.

   mplement contingency plans for all identified risks. wer: A

   anation: In order to effectively manage project risks, the project mana ld create a risk register, which is a document that lists all identified ris with their potential impacts and likelihoods. Additionally, the projec ager should develop risk response strategies, which are specific action to address each identified risk. By creating a risk register and develo esponse strategies, the project manager can proactively mitigate and tor the risks throughout the project lifecycle, increasing the chances o

   ct success.

   
   

   stion: 998

   
   

   ng the execution phase of your project, your team has been diligently ing on the project plan and is now preparing to meet with the custom is the primary purpose of this meeting?

3. Monitor the risks throughout the project lifecycle.

4. I

Ans

Expl ger

shou ks

along t

man s or

plans ping

risk r

moni f

proje

Que

Duri

work er.

What

1. To review and confirm that all approved project scope has been incorporated

2. To verify that the final product meets the specified quality requirements

3. To conduct testing on the final product

4. To obtain formal acceptance of the deliverables from the customer or sponsor

Answer: D

rect because reviewing and confirming the approved project scope is ally done during project planning, not during the meeting with the omer. Option B is incorrect because verifying the quality requirements

f the quality control process and is typically done before the meeting ustomer. Option C is incorrect because testing the final product is par uality control process and is typically done before the meeting with th omer.

stion: 999

ch of the following is an input to the Control Communications process ommunication management plan

akeholder engagement plan roject charter

sue log

Explanation: The primary purpose of this meeting is to gain formal acceptance of the deliverables from the customer or sponsor. This involves presenting the verified deliverables to the customer and obtaining their formal approval, signifying that the deliverables meet the agreed-upon criteria and are acceptable to the customer. This is an important milestone in the project closure process and ensures that the customer's expectations have been met. Option A is

incor typic

cust is

part o with

the c t of

the q e

cust

Que

Whi ?

1. C

2. St

3. P

4. Is

Answer: A

Explanation: The communication management plan is an input to the Control Communications process. This process is part of the project communications management knowledge area and focuses on monitoring and controlling the project's communications throughout its lifecycle. The communication management plan provides guidelines and procedures for how communication

should be planned, executed, monitored, and controlled within the project. It outlines the communication requirements, stakeholders' information needs, communication methods, and the timing and frequency of communication activities.

Question: 1000

rtainty and complexity. The project team is using an iterative approac age the project, with frequent feedback and adaptation. Which project agement approach is the team most likely following?

aterfall gile

ean

ix Sigma wer: B

anation: The project team is most likely following an Agile project agement approach. Agile methodologies, such as Scrum or Kanban, ar suited for projects characterized by high uncertainty and complexity. motes iterative and incremental development, with frequent feedback a tation based on customer or stakeholder input. It emphasizes flexibilit

boration, and continuous improvement. The Waterfall approach is a ential and linear methodology that may not be suitable for uncertain a

A project manager is leading a project that involves a high degree of

unce h to

man man

1. W

2. A

3. L

4. S

Ans Expl

man e

well- Agile

pro nd

adap y,

colla

sequ nd

complex projects. Lean and Six Sigma are process improvement methodologies that focus on eliminating waste and reducing defects, respectively, but they may not provide the iterative and adaptive project management approach needed for this scenario.

Question: 1001

Which of the following is a component of the Perform Integrated Change Control process?

1. Quality control measurements

2. Project management information system

3. Project schedule network diagram

   wer: B

   
   

   anation: The Perform Integrated Change Control process is part of the ct integration management knowledge area and focuses on reviewing, uating, and approving or rejecting changes to the project baselines. A ponent of this process is the project management information system on B), which provides tools and techniques for collecting, storing, and minating project information. It helps in tracking and managing chan ests, documenting decisions, and communicating the impact of change holders. Quality control measurements (option A) are used in the Con ity process. The project schedule network diagram (option C) is a hical representation of the project's logical relationships between activ is used in the Develop Schedule process. Work performance data (opti

   generated throughout the project and provides information on the pro ress and performance. Therefore, the appropriate component of the orm Integrated Change Control process is the project management mation system (option B).

4. Work performance data Ans

Expl proje eval com (opti

disse ge

requ s to

stake trol

Qual

grap ities

and on

D) is ject's

prog Perf infor

Question: 1002

What is the purpose of the "Focus on Benefits and Value" principle in the PRINCE2 methodology?

1. To ensure effective monitoring and control of project activities

2. To align the project with the organization's strategic objectives

3. To optimize the allocation of project resources

4. To maximize the project's social and environmental sustainability
   
   Answer: B

ness case throughout the project, ensuring that the project's outputs an omes contribute to the expected benefits and value for the organizatio

stion: 1003

ch of the following is an input to the Develop Project Charter process? roject Management Plan

akeholder Register

roject Statement of Work (SOW) nterprise Environmental Factors

wer: C

anation: The Project Statement of Work (SOW) is an input to the Dev ect Charter process. It provides a narrative description of the project's ctives, deliverables, and high-level requirements.

Explanation: The purpose of the "Focus on Benefits and Value" principle in the PRINCE2 methodology is to align the project with the organization's strategic objectives. This principle emphasizes the need to define and maintain a clear busi d

outc n.

Que

Whi

1. P

2. St

3. P

4. E

Ans

Expl elop

Proj obje

Question: 1004

A project manager is using the Earned Value Management (EVM) technique to assess project performance. Which of the following EVM metrics indicates the cost efficiency of the project?

1. Cost Performance Index (CPI)

2. Schedule Performance Index (SPI)

3. Estimate to Complete (ETC)

4. Variance at Completion (VAC)
   
   Answer: A

ulated by dividing the earned value (EV) by the actual cost (AC). A C greater than 1 indicates that the project is performing better than pla

rms of cost, while a CPI value less than 1 indicates that the project is o et. The CPI provides insight into the project's cost performance and c to forecast the final cost of the project based on current performance s.

stion: 1005

oject management, what is the purpose of a lessons learned register? document the risks identified during the project.

capture and document the knowledge gained from project experienc track the progress of project activities and tasks.

record the financial transactions related to the project. wer: B

Explanation: The Cost Performance Index (CPI) is an Earned Value Management (EVM) metric that indicates the cost efficiency of a project. It is calc PI

value nned

in te ver

budg an be

used trend

Que

In pr

1. To

2. To es.

3. To

4. To

Ans

Explanation: The purpose of a lessons learned register is to capture and document the knowledge gained from project experiences. It serves as a repository of valuable insights, best practices, and lessons learned throughout the project lifecycle. By documenting lessons learned, project teams can identify what worked well, what didn't, and make improvements for future projects. It helps to avoid repeating mistakes, leverage successful strategies, and enhance overall project performance and organizational learning.

Question: 1006

Which of the following best describes the purpose of the "Build Incrementally" guiding principle in the PMBOK 7th edition?

1. To establish a governance framework for project decision-making

   deliver project value incrementally and iteratively optimize project scope and minimize change requests

   
   

   wer: C

   
   

   anation: The "Build Incrementally" guiding principle in the PMBOK on focuses on delivering project value incrementally and iteratively. It motes an iterative approach to project execution, where work is divided ler increments or iterations that provide tangible value to stakeholders

   rinciple aligns with agile methodologies and emphasizes the benefit and frequent delivery of project outcomes.

   
   

   stion: 1007

   is the purpose of a Change Control Board (CCB)? assess and prioritize project risks

   review and approve project changes

2. To ensure compliance with project management standards and practices

3. To

4. To

Ans

Expl 7th

editi

pro into

smal .

This p s of

early Que What

1. To

2. To

3. To manage and resolve project issues

4. To monitor and control project quality
   
   Answer: B

Explanation: The purpose of a Change Control Board (CCB) is to review and approve project changes. It is responsible for evaluating change requests,

assessing their impact on the project's objectives, and making decisions on whether to approve or reject the proposed changes.

Question: 1008

learly define expectations and requirements in the vendor contracts. eek the lowest-cost vendors to maximize cost savings.

inimize communication and interactions with vendors to reduce plexity.

ely on the vendors to independently manage their own activities. wer: A

anation: The key consideration for effective vendor management whe ourcing activities to external vendors is to clearly define expectations a rements in the vendor contracts. The contracts should outline the sco deliverables, quality standards, timelines, and any other relevant ter onditions. Clear expectations and requirements set the foundation for essful collaboration and ensure that the vendors understand and meet t ct's needs. Seeking the lowest-cost vendors may compromise quality ormance. Minimizing communication and relying solely on the vendor

age their activities can lead to misalignment and potential issues.

A project manager is responsible for managing a project that involves outsourcing certain activities to external vendors. What is the key consideration for effective vendor management in this scenario?

1. C

2. S

3. M

   com

4. R

Ans

Expl n

outs nd

requi pe of

work, ms

and c

succ he

proje and

perf s to

man

Question: 1009

During the initiation phase of a project, the project sponsor asks the project manager to provide a high-level estimate of the project's duration and cost. Which of the following techniques is most appropriate for the project manager to use in this situation?

1. Expert judgment

2. Analogous estimating

3. Parametric estimating

   anation: The most appropriate techniquefor the project manager to us iding a high-level estimate of the project's duration and cost during th tion phase is analogous estimating. Analogous estimating is a techniq ses historical data from similar projects as a basis for estimating the ion, effort, or cost of the current project. It relies on the assumption th urrent project shares similarities with past projects, and therefore, the rical data can provide a reasonable estimate.

   
   

   rt judgment (option A) involves seeking input and insights from subj er experts to make informed estimates. Parametric estimating (option C

   tatistical relationships between historical data and project variables t ulate estimates. Three-point estimating (option D) involves using mistic, pessimistic, and most likely estimates to determine a range of ble values.

   
   

   stion: 1010

   
   

   is the purpose of a project quality management plan?

4. Three-point estimating
   
   Answer: B

Expl e in

prov e

initia ue

that u

durat at

the c histo

Expe ect

matt )

uses s o

calc opti possi

Que

What

1. To identify and document project risks

2. To monitor and control project quality

3. To determine the project's budget and cost estimates

4. To track and manage project risks
   
   Answer: B

Explanation: A project quality management plan describes how quality will be planned, executed, and controlled throughout the project. It outlines the quality objectives, standards, metrics, and processes to ensure that project deliverables meet the required quality criteria.

Question: 1011

ng the project initiation phase, the project manager is responsible for loping the project charter. Which of the following is NOT typically ded in the project charter?

roject objectives roject budget

akeholder roles and responsibilities roject risks and mitigation strategies

wer: B

anation: The project charter typically includes project objectives, holder roles and responsibilities, and project risks and mitigation egies. However, the project budget is not typically included in the proj er. The budget is usually developed during the project planning phase the project charter has been approved. The project charter serves as a level document that outlines the project's purpose, objectives,

holders, and key considerations, providing a foundation for the projec

Duri deve inclu

1. P

2. P

3. St

4. P

Ans Expl

stake

strat ect

chart ,

after high-

stake t

planning and execution.

Question: 1012

You have just been assigned a software project and are considering adopting the Scrum methodology for delivery. You know the maximum size for a Scrum team is 9 developers, but this project will require at least 3 times that to meet

the externally imposed deadline. You discuss this with the Scrum Master, and he suggests that there is a technique to coordinate deliverables across several Agile teams. What did he likely suggest?

1. Flow based agile management

2. Product Backlog controls

3. Monte Carlo controls

   
   

   wer: D

   
   

   anation: The Scrum Master likely suggested implementing the "Scru ms" technique to coordinate deliverables across several Agile teams. m of Scrums is a scaled agile framework that enables coordination an boration between multiple Scrum teams working on a large project. It ves representatives from each team meeting regularly to discuss progr ndencies, and potential issues. This technique allows for effective dination and integration of work across multiple teams, ensuring that erables are aligned and the project progresses smoothly. Flow-based a agement focuses on optimizing workflow and reducing bottlenecks, w uct Backlog controls and Monte Carlo controls are not specific techni oordinating deliverables across teams in Scrum.

4. Scrum of Scrums Ans

Expl m of

Scru

Scru d

colla

invol ess,

depe coor

deliv gile

man hile

Prod ques

for c

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