Practice Exam 2

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Welcome to Practice Exam 2

Note: This practice exam is based on the 2021 ECO. New practice exams for the July 2026 ECO are in development. Until then, it remains a useful diagnostic tool for pinpointing weak areas in the 90% of common materials.

Practice exams are most useful when they clearly identify our strengths and weaknesses. This allows us to focus our study time on addressing our weaknesses. So, what we really need is a forensic level analysis of our results, showing us exactly which exam content outline elements we performed well on and which we need to study more.

Practice Exam 2 features three questions from each of the 35 Exam Content Outline’s Tasks (3 x 35 = 105 questions.) Answering these 105 questions will take approximately 2 hours to complete. Answering three questions on each Task will allow a strengths assessment analysis to be conducted. The results of this analysis will be displayed on the exclusive PMillustrated Results Radar graphs.

A sample Results Radar plot is shown below.

Interpreting Practice Exam – Results Radar Graphs

In the example above, we can see from the Process Domain that the task “2.11 Plan and Manage Procurement” is weak and needs studying more. Likewise, “1.3 Support Team” needs more work too.

Take the Practice Exam 2 Test Here

Give yourself up to a minute per question. You can skip over questions and come back to them later if you wish. This practice exam can take up to 2 hours to complete. Your own personalized Results Radar graph will be displayed after you complete the quiz. When you are ready, click Start Quiz below.

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Question 1 of 105

1. Question

In a project to implement a new electronic health record (EHR) system, a conflict arises between the nursing staff and IT support team. The nurses claim the system’s interface is too complex, while the IT team believes the nurses are resistant to change. What should the project manager do first to interpret the source and stage of this conflict?

Interview representatives from both groups to identify the underlying issues and perspectives.
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Investigate whether the complexity of the interface matches the requirements gathered during project planning.
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Schedule additional training sessions for the nursing staff to reduce resistance.
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Engage UX experts to analyze and modify the EHR interface to address the nurses' concerns immediately.
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Question 2 of 105

2. Question

During a marketing campaign launch, a conflict arises between the design team and the copywriting team over who should have final approval of creative materials. The project manager must analyze the context of the conflict. What is the best first step?

Discuss the approval process with both teams to understand their perspectives and potential gaps
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Assign approval authority to the marketing director to streamline decision-making.
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Analyze the original campaign plan to identify if roles were clearly defined and articulated.
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Let the teams work it out independently to avoid delaying the project further.
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Question 3 of 105

3. Question

In a road construction project, two contractors are in conflict over overlapping tasks on the project schedule. After reviewing their timelines, the project manager identifies inefficiencies in personnel allocation as the root cause. What conflict resolution solution should the project manager recommend?

Adjust the project schedule to reassign people and minimize task overlap.
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Request both contractors work overtime to complete their tasks on time.
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Let the contractors resolve the issue between themselves to encourage collaboration.
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Replace one of the contractors to prevent future conflicts.
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Question 4 of 105

4. Question

In a project to develop a new credit scoring system, the team includes members with mixed skill levels and perspectives. What should the project manager do to support diversity and inclusion?

Assign tasks based on expertise while making sure all voices are heard during team discussions
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Require each team member to present their ideas individually to eliminate group bias.
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Form sub-teams based on similar cultural backgrounds to minimize potential conflicts or bias.
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Focus only on skills and expertise, ignoring other differences among the team members.
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Question 5 of 105

5. Question

During a high-rise building project, the team is frustrated due to delays caused by external factors. What should the project manager do to set a clear vision and mission to realign the team’s focus and motivation?

Clarify the long-term goals of the project, highlighting its value and the team’s role in its success.
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Emphasize the importance of meeting deadlines regardless of challenges.
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Assign additional tasks to keep the team busy while waiting for external issues to resolve.
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Focus on individual contributions rather than overall team objectives to boost accountability.
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Question 6 of 105

6. Question

In a healthcare project to implement a new electronic medical record (EMR) system, the project manager needs to inspire and motivate team members who are resistant to change. What should the project manager do to effectively influence them?

Emphasize the benefits of the EMR system for patients and staff, and recognize team contributions during the transition.
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Provide additional training to the resistant team members until they are more comfortable with the new system.
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Assign the most resistant members to less critical tasks within the project to minimize their impact on the schedule.
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Establish a bonus system to motivate all the team members to better contribute and achieve the project expectations.
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Question 7 of 105

7. Question

In a project to implement a new assembly line, the project manager uses KPIs to monitor team performance. One team member consistently meets output targets but does not collaborate well with others. How should the project manager address this issue during a performance appraisal?

Acknowledge the individual’s productivity and provide feedback on the importance of collaboration.
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Focus more on the output KPIs since they represent the project’s immediate goals.
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Reassign the team member to a role that minimizes the need for extensive team collaboration.
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Delay feedback until the end-of-project performance review to avoid conflict and project delays.
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Question 8 of 105

8. Question

In a marketing project to launch a new product, a graphic designer has been missing deadlines for creating campaign visuals. The project manager decides to give feedback using the feedforward approach. What is the most effective way to apply this approach?

Focus on strategies the designer can use to manage deadlines more effectively in the future.
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Provide a detailed list of the designer’s past mistakes and suggest corrective actions to avoid them in future.
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Praise the team as a whole for their work and avoid singling out the designer.
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Assign the designer fewer tasks to reduce pressure, increase throughput and avoid further delays.
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Question 9 of 105

9. Question

In a project to automate a manufacturing process, the project manager provides feedback to a technician about reducing errors during machine calibration. What should the project manager do to check that the technician’s performance has improved?

Monitor the number of errors reported in calibration logs over the next few weeks.
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Wait until the project’s final review to assess overall performance trends.
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Assign additional tasks to the technician to test their ability to handle more work.
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Conduct a team meeting to discuss collective progress on error reduction.
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Question 10 of 105

10. Question

A project manager is developing a team charter to guide the team’s work. Which of the following elements are essential components of a team charter? (Choose 3 correct options.)

Team vision, mission, and objectives.
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Roles, responsibilities, and decision-making authority.
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Communication protocols and conflict resolution mechanisms.
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Detailed skills lists for each team member.
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Org chart, showing department hierarchies and structure.
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Question 11 of 105

11. Question

In a project to develop a customer relationship management (CRM) system, one developer has failed to complete their assigned tasks in the last two sprints. Other team members have started taking over their work to avoid delays, which has caused frustration. What is the best course of action for the project manager?

Discuss the developer’s performance with them privately and agree on a plan to meet task expectations moving forward.
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Redistribute all of the developer’s tasks permanently to other team members to maintain progress.
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Assign a mentor to work with the developer to improve their skills and monitor their progress more closely.
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Increase the workload for the other team members to compensate for the delays caused by this one team member.
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Question 12 of 105

12. Question

In a project to upgrade an energy grid, team members are not taking ownership of their assigned tasks, causing delays and incomplete work. The project manager must evaluate accountability across the team. What action should the project manager take?

Review task completion metrics and engage the team in identifying specific obstacles to task ownership.
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Conduct a formal review of the project plan and redistribute tasks to team members who show stronger accountability.
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Escalate the issue to the project sponsor and request additional resources to manage task ownership.
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Assign all critical tasks to a single team member to ensure they are completed on time.
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Question 13 of 105

13. Question

In a marketing project, team members are trained on a new analytics tool to track campaign performance. After completing the training, the project manager needs to measure its effectiveness. What should the project manager do?

Compare pre-training and post-training performance metrics, such as data accuracy and report turnaround time.
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Conduct a post-training quiz to evaluate team members’ knowledge of the analytics tool.
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Request team members to write a report summarizing the training and its relevance to their tasks and role on the project.
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Monitor how quickly the team completes tasks using the new tool compared to their previous performance.
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Question 14 of 105

14. Question

In a software development project, the project manager identifies that a junior developer lacks proficiency in a programming language critical to the project. What training option would be most appropriate for this situation?

Assign the developer a mentor to guide them through learning while working on the project tasks.
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Enroll the junior developer in a formal training course to build foundational skills in the programming language.
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Allow the developer to learn independently using online resources to minimize project costs.
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Reassign the developer to tasks that do not require proficiency in the programming language.
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Question 15 of 105

15. Question

In a project to upgrade a power plant, several team members are new to safety protocols for handling high-voltage equipment. What should the project manager consider when selecting a training option?

Provide formal safety training sessions with certifications to ensure compliance with industry standards.
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Organize informal team discussions to review the safety protocols and address any questions.
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Conduct a hands-on training session on-site without disrupting project activities.
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Assign a team member familiar with the protocols to provide informal guidance during daily operations.
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Question 16 of 105

16. Question

In a project to modernize an energy plant, the team includes virtual and on-site members. The project manager must deduce team requirements for effective collaboration. What should the project manager do to address the needs of the virtual team members?

Invest in collaboration tools and establish clear communication protocols tailored to virtual team dynamics.
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Try to make sure that all meetings are in online to standardize communication and avoid misunderstandings.
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Limit the involvement of virtual team members to tasks that do not require interaction with on-site members.
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Schedule project activities during standardized business hours, regardless of team members’ time zones.
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Question 17 of 105

17. Question

In a project to construct a new factory, the project manager is determining resource requirements for a diverse and inclusive workforce. Which approach best supports DEI (Diversity, Equity, and Inclusion) principles?

Identify roles and actively recruit individuals with diverse backgrounds and skills for broad representation.
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Focus on technical qualifications and experience alone to ensure the team’s skills align with project needs.
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Allow existing team members to self-assign roles based on their self-reported preferences and familiarity.
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Advertise recruitment efforts globally to attract the broadest set of applicants possible.
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Question 18 of 105

18. Question

In a marketing campaign project, the project manager is appraising the team’s readiness. Some team members are reluctant to collaborate because they are at different stages of team formation. What sequence of stages should teams typically transition through? Sort the stages in order, from first at the top to last at the bottom.

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Question 19 of 105

19. Question

In a project to automate a factory’s assembly line, the team reports during a daily standup that a critical piece of machinery is delayed due to supply chain disruptions. How should the project manager prioritize addressing this impediment?

Assess the cost of delay in terms of production downtime and determine whether expediting shipping is financially justified.
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Assign the team to focus on other project tasks until the machinery arrives, avoiding any disruption to the overall workflow and project schedule.
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Reallocate people from other tasks to find an alternative solution immediately, aiming to solve the problem as soon as possible.
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Discuss the issue with the Product Owner to determine if value stream analysis would help remove the impediment.
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Question 20 of 105

20. Question

In a marketing campaign project, delays in stakeholder feedback on ad designs have become a recurring impediment. What should the project manager do to address this issue effectively?

Use value stream analysis to identify bottlenecks and implement changes to streamline it.
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Assign a team member to follow up with stakeholders daily to help make sure feedback is received on time.
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Replace the stakeholders with team members who can provide faster approvals.
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Create a task backlog to manage delayed feedback and focus on other priorities in the meantime.
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Question 21 of 105

21. Question

In a project to upgrade a production line, the team uses an impediments board to track daily obstacles and their resolutions. The project manager is considering whether to also maintain an issue log. What is the primary reason to maintain an issue log in addition to the impediments board?

The issue log provides a consolidated view of all project issues, including external risks that may not appear on the impediments board.
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The issue log is required for compliance purposes, while the impediments board is only used for team-level problem and issue tracking.
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The issue log tracks resolved issues, whereas the impediments board only records unresolved obstacles.
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The issue log is updated less frequently than the impediments board, reducing any associated administrative overhead.
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Question 22 of 105

22. Question

A vendor proposes a support agreement with a response time of 72 hours for critical issues, but the project requires faster responses. What should the project manager do?

Request adjustments to meet project needs and include penalties for delays.
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Agree to the vendor’s terms and utilize the project internal risk mitigation plans.
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Accept the agreement but clarify escalation procedures in the contract.
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Seek alternative vendors if the terms cannot be met.
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Question 23 of 105

23. Question

A project manager is preparing for negotiations with a vendor and wants to reduce risks associated with unexpected delays. What are two key activities the project manager should perform when determining a negotiation strategy? (Select two.)

Identify the vendor’s likely motivations and constraints.
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Develop options that accommodate both parties' interests.
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Establish a fallback position in case the negotiation fails.
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Focus exclusively on the project's scope and schedule baselines.
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Prioritize immediate cost savings over long-term risk.
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Question 24 of 105

24. Question

Before entering into large-scale vendor discussions, the PMO ensures that project managers understand common negotiation mistakes. Drag each negotiation mistake (listed along the top) to the negotiation risk that it can cause (listed vertically).

Sort elements

Focusing only on immediate price concessions
Ignoring the other party’s interests
Using aggressive pressure tactics
Overcommitting to unrealistic promises

Poor long-term value

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Damaged relationship

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Increased likelihood of negotiation breakdown

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Increased project delivery risks

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Question 25 of 105

25. Question

A project manager updates the stakeholder register after learning about new stakeholders during project execution. What additional action should the project manager take?

Revise the stakeholder engagement plan to address the needs of the new stakeholders.
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Update the risk register to reflect new risks associated with these stakeholders.
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Notify existing stakeholders about the addition of new stakeholders to the project.
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Share the updated stakeholder register with the project team to ensure awareness.
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Question 26 of 105

26. Question

A stakeholder engagement plan indicates that a high-power, high-interest stakeholder prefers detailed weekly updates. During the project, this stakeholder complains about insufficient communication. What should the project manager do first?

Schedule a one-on-one meeting with the stakeholder to reassess their communication needs.
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Bring up the issue to the sponsor to promote alignment with the project goals.
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Increase the frequency of updates and provide daily reports moving forward.
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Review the communication plan to verify whether the stakeholder’s preferences are being met.
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Question 27 of 105

27. Question

A project manager is leading a high-visibility initiative in an environment where stakeholder trust has been weakened by past project failures. Which of the following actions would best help the project manager build trust and influence stakeholders to support the project’s objectives? (Select 3)

Share project risks and uncertainties openly to demonstrate transparency
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Deliver early value through quick wins to build credibility
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Engage key stakeholders in early decision-making activities
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Avoid discussing past failures to maintain stakeholder confidence
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Limit informal communication by encouraging strict communication protocols
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Question 28 of 105

28. Question

A project team uses a Kanban board to track their work. How does this tool support the team in building a shared view of work?

By visualizing tasks and their progress, fostering transparency and collaboration.
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By creating a visual to reduce the need for team meetings and one-on-one discussions.
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By limiting work in progress and ensuring a more consistent delivery of tasks.
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By providing a visual performance baseline to track individual contributions.
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Question 29 of 105

29. Question

A project manager is facilitating discussions among stakeholders who are experiencing communication breakdowns. Match each project management action to the objective it best supports. (Drag the “Sort element actions” to the matching Objectives rows)

Sort elements

Conduct a stakeholder meeting to clarify expectations
Break down situation to identify the root cause
Share a summary email reflecting the agreed-upon direction
Use a questionnaire to collect viewpoints from all departments

Investigate potential misunderstandings

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Facilitate a post-mortem session after a missed deadline

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Support outcome of parties’ agreement

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Survey all necessary parties to reach consensus

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Question 30 of 105

30. Question

A project manager observes that two functional teams are in disagreement over project priorities. Drag the steps below into the correct order to build shared understanding.

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Question 31 of 105

31. Question

A project manager is leading a virtual team distributed across three continents. Team members in one region feel excluded because meetings are consistently scheduled during their late-night hours. What should the project manager do first?

Schedule rotating meeting times to accommodate different time zones equally.
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Use asynchronous communication tools to eliminate the need for meetings.
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Designate a local team lead to represent the excluded region in meetings.
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Set expectations that team members attend meetings regardless of time zone.
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Question 32 of 105

32. Question

A project team is composed of employees from multiple departments within the same organization but located in different cities. What type of remote team does this describe?

Distributed team
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Cross-functional team
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Offshore team
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Virtual network team
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Question 33 of 105

33. Question

A project manager notices declining engagement in a long-running virtual project. Which three of the following actions would best help re-engage the team and support performance? (Select 3)

Schedule regular check-ins that include both task progress and team morale
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Recognize team contributions publicly in virtual meetings and platforms
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Encourage use of webcams and visual cues to strengthen communication
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Increase documentation to track every detail of the team’s activity
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Monitor response time to emails and messages as the primary performance metric
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Question 34 of 105

34. Question

A project team has established a set of guiding principles, but notices inconsistent adherence. What is the most effective way to communicate these principles?

Discuss the principles in team meetings and incorporate them into the team charter.
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Send an email to all team members with the list of principles and expectations.
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Create a poster with the principles and place it in the team workspace.
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Include the principles in the project management plan for frequent reference.
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Question 35 of 105

35. Question

A team charter has been drafted to guide team behavior and collaboration. What is the most important characteristic of an effective team charter?

It is developed collaboratively and reflects the team’s shared values and expectations.
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It is detailed and includes most possible scenarios that the team might encounter.
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It is reviewed and approved by the product owner and sponsor before acceptance and distribution.
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It is written by the team members to ensure objectivity and agreement to comply.
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Question 36 of 105

36. Question

After establishing ground rules, the project manager notices some team members frequently interrupt others during discussions. What is the best way to foster adherence to the ground rules in this situation?

Revisit the ground rules in a team meeting and discuss their importance.
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Include reminders of the ground rules in every team meeting agenda.
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Address the interruptions during a one-on-one meeting with the offending team members.
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Enforce penalties for non-compliance to ensure everyone adheres to the rules.
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Question 37 of 105

37. Question

A project manager wants to mentor a team member to prepare them for a leadership role but is concerned about time constraints. What is the most effective way to allocate time for mentoring?

Schedule weekly mentoring sessions as part of regular one-on-one meetings.
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Provide ad-hoc guidance during team meetings whenever the opportunity arises.
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Focus on mentoring only during non-peak project phases to minimize disruptions.
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Delegate mentoring responsibilities to another senior team member.
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Question 38 of 105

38. Question

A project manager has identified that certain stakeholders are passive in meetings and disengaged from key decisions. Which three of the following mentoring actions could help increase their influence and active participation?

Encourage stakeholders to lead small segments of meetings or workshops.
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Share lessons learned from similar past projects to build confidence
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Offer regular one-on-one check-ins to discuss their role and contributions
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Provide direct feedback in front of the wider team to accelerate learning.
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Exclude stakeholders from technical discussions to avoid overwhelming them
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Question 39 of 105

39. Question

During a project status meeting, a stakeholder expresses uncertainty about interpreting performance metrics. What should the project manager do to turn this into a mentoring opportunity?

Schedule a one-on-one session to explain the metrics and how to use them effectively.
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Recommend the stakeholder attend formal training on performance metrics.
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Provide a detailed written explanation of the metrics in the next project report.
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Assign another stakeholder with more expertise to guide them on metrics interpretation.
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Question 40 of 105

40. Question

A project manager is seeking to improve his Emotional Intelligence to better lead his team. Which of the following practices are proven methods for enhancing EI? (Choose 3 correct options.)

Engaging in regular self-reflection to identify personal emotional triggers and growth areas.
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Soliciting constructive feedback from peers and team members to uncover interpersonal blind spots.
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Participating in formal training focused on conflict resolution, active listening, and empathy.
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Relying on intuitive responses without structured self-assessment to guide emotional reactions.
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Avoiding challenging conversations to minimize emotional discomfort and preserve harmony.
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Question 41 of 105

41. Question

During a stakeholder review, a senior stakeholder expresses frustration about delays. The project manager acknowledges the stakeholders’ concerns and paraphrases their feedback before providing an update. What emotional intelligence skill is the project manager using?

Empathy
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Self-regulation
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Social skills
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Active listening
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Question 42 of 105

42. Question

A project manager observes a lack of collaboration between team members. To address this, they organize a team-building workshop and facilitate discussions to build trust and improve communication. Which component of emotional intelligence does this demonstrate?

Social skills
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Self-awareness
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Empathy
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Self-regulation
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Question 43 of 105

43. Question

A project manager is leading a project in a heavily regulated industry. During project initiation, which of the following actions should the project manager take to plan for compliance? (Select 3)

Identify applicable laws, regulations, and industry standards that may affect the project.
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Develop a compliance management plan as part of the overall project management plan.
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Consult with subject matter experts to interpret complex regulatory requirements.
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Plan on the legal department to manage the compliance-related activities independently.
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Understand that existing organizational processes will ensure organizational compliance.
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Question 44 of 105

44. Question

During a project audit, the compliance officer identifies non-compliance with an internal quality standard. What should the project manager do first?

Develop a corrective action plan to resolve the non-compliance.
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Document the non-compliance in the project’s next status report.
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Replace the team members responsible for the non-compliance.
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Request the compliance officer to waive the requirement for the current project.
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Question 45 of 105

45. Question

A project team is working on a healthcare application and is required to follow specific regulatory standards to protect patient data. Why is compliance with these standards critical?

It avoids legal and financial penalties while maintaining trust.
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It minimizes project risks by ensuring stakeholder satisfaction.
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It ensures the project aligns with organizational strategic goals.
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It accelerates project execution by avoiding unnecessary reviews.
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Question 46 of 105

46. Question

A completed project’s Net Promoter Score (NPS) survey results show 60% promoters, 20% passives, and 20% detractors. What is the NPS?

40
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60
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80
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Not known
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Question 47 of 105

47. Question

A project’s final deliverable received an NPS of 10, significantly lower than expected. What should the project manager do?

Conduct a root cause analysis to identify reasons for the low satisfaction.
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Complete the project and recommend improvements for future projects.
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Disregard the NPS since it is subjective and is not a financial or ROI metric.
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Focus on promoting the deliverable to gain a higher NPS score.
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Question 48 of 105

48. Question

During project selection, senior management has instructed the project manager to prioritize projects with the highest Net Present Value (NPV). What is the primary reason management would prefer projects that show a higher NPV?

Projects with higher NPV deliver greater overall financial returns, as they represent a larger net benefit when future cash inflows and outflows are discounted back to today's dollars.
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Projects with higher NPV usually have shorter payback periods, allowing the organization to recover its initial investment quickly and reduce exposure to potential financial risks.
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A higher NPV signals lower project risk because it factors in uncertainty and provides a buffer, ensuring the organization faces fewer unexpected financial losses.
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Higher NPV projects require smaller upfront investment commitments, enabling the organization to spread limited resources across multiple projects more effectively.
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Question 49 of 105

49. Question

A project manager identifies potential changes due to upcoming market trends and technological advances. What should they do to proactively manage these changes?

Develop contingency plans for likely scenarios identified in the PESTLE analysis.
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Analyze and potentially delay project execution until market conditions stabilize.
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Report the concerns to the project sponsor or steering committee for decision-making.
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Remove variability from the project scope to avoid disruptions.
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Question 50 of 105

50. Question

The Change Control Board rejects a proposed scope change due to high costs and low business value. What should the project manager do next?

Document the decision and inform the requester of the outcome.
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Revise the project plan to accommodate the change anyway.
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Report the decision to senior management for reconsideration.
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Submit the change request again restating the justifications.
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Question 51 of 105

51. Question

An external economic downturn affects customer purchasing behavior, requiring a reprioritization of the product backlog. What should the product manager do first?

Work with the product owner to reorder backlog items based on business value.
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Inform the team that backlog changes are necessary due to market conditions.
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Cancel lower-priority backlog items to reduce project costs and keep the project viable.
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Delay future sprints until a refined and simplified product backlog is created.
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Question 52 of 105

52. Question

A project manager finds it challenging to obtain staff for their project because operational managers have full authority over staff allocation. What type of organizational structure does this describe?

Functional
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Projectized
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Weak Matrix
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Balanced Matrix
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Question 53 of 105

53. Question

A project manager works in an organization with a supportive PMO. How does this type of PMO typically assist projects?

By providing templates, training, and guidance.
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By directly managing and controlling all project activities.
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By assigning staff and ensuring compliance with processes.
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By mandating adherence to a specific methodology.
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Question 54 of 105

54. Question

Which of the following is an example of an OPA that supports project change management?

Historical records of similar project changes.
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Government regulations impacting the project.
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Market conditions affecting resource availability.
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Organizational culture and political climate.
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Question 55 of 105

55. Question

A project manager is overseeing a software development project and wants to demonstrate value early. What is the best approach?

Release functional increments of the software throughout the project.
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Deliver all features as soon as possible in one big batch to maximize value.
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Focus on internal testing before releasing anything to users to delivery a high-quality product.
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Extend the timeline to include all requested features in the initial release.
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Question 56 of 105

56. Question

During an MVP release, stakeholders express concerns that the limited functionality may not meet user expectations. What should the project manager do?

Proceed with the release and collect feedback for future iterations.
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Delay the release until all functionality is implemented.
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Expand the scope of the MVP to include more advanced features.
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Conduct additional market research before releasing the MVP.
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Question 57 of 105

57. Question

A project manager creates a release roadmap for a product with multiple iterations. What is the primary purpose of this roadmap?

To outline a high-level plan for delivering features incrementally.
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To track team member contributions towards product elements.
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To replace the project schedule and reduce the need for frequent updates.
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To illustrate the sequence of work items necessary to build the product features.
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Question 58 of 105

58. Question

Drag each communication theory to the description it best matches.

Sort elements

Emphasizes feedback loops where both parties take turns sending and receiving.
A one-directional flow where the sender transmits information without expecting feedback.
Information is stored centrally and accessed by recipients at their convenience.
Describes the fundamental process of message transmission and potential noise interference.

Interactive Communication Model

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Push Communication

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Pull Communication

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Basic Sender-Receiver Model

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Question 59 of 105

59. Question

Drag each communication method to the stakeholder type it best suits based on engagement and information needs.

Sort elements

Senior executives needing brief high-level updates
Team members needing ongoing performance metrics
Stakeholders who prefer personal engagement and influence
Broad audience needing regular project updates without technical detail

Executive Summary Report

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Dashboard with Real-Time Data

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One-on-One Meeting

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Project Newsletter

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Question 60 of 105

60. Question

On a project across three time zones, a critical design decision needs input from engineering, operations, and marketing. There are known interpersonal tensions between departments. What is the most effective communication method to move the discussion forward?

Schedule a real-time video conference to facilitate collaborative discussion.
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Send a detailed email summarizing the decision needed and requesting written input.
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Post the question in a shared chat channel so team members can reply at their convenience.
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Record a presentation outlining the options and ask stakeholders to vote via survey.
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Question 61 of 105

61. Question

A previously unidentified risk has materialized, causing a significant delay. What should the project manager do first?

Assess the impact, update the risk register, and determine an appropriate response strategy.
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Shift focus to unaffected parts of the project while waiting for more clarity on the risk's impact.
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Inform stakeholders that the schedule may need to be adjusted and prepare a revised timeline.
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Empower the team to manage the situation informally while tracking the effects of the delay.
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Question 62 of 105

62. Question

A project involves several significant risks that could threaten overall success. How should the project manager communicate this to stakeholders?

Provide a structured summary of key risks, mitigation strategies, and potential project impacts.
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Share the full risk register to ensure all stakeholders are fully aware of every identified risk.
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Discuss only the risks that have already impacted the project to avoid causing unnecessary concern.
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Organize a risk workshop to analyze risks collaboratively before determining the best course of action.
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Question 63 of 105

63. Question

During a project audit, a stakeholder claims they were never consulted about a major project decision that affects their department. The project manager verifies the stakeholder is not listed in the stakeholder register.

Assess the stakeholder’s influence and impact, update the stakeholder register, and adjust the engagement strategy.
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Schedule a meeting with the stakeholder and provide an overview of all decisions made so far.
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Maintain the existing register since it was developed based on initial stakeholder identification.
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Apologize to the stakeholder and seek approval to reverse the project decision if necessary.
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Question 64 of 105

64. Question

A project manager is determining how to engage different stakeholders. One stakeholder has high influence but low interest in the project.

How should the project manager manage this stakeholder?

Keep the stakeholder satisfied by ensuring they receive periodic updates on key aspects of the project.
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Engage the stakeholder frequently, involving them in detailed decision-making processes.
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Minimize communication with the stakeholder since their interest is low, focusing on more engaged stakeholders.
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Increase the stakeholder’s involvement by assigning them responsibilities that will increase their interest in the project.
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Question 65 of 105

65. Question

A project involves diverse stakeholders across multiple geographic locations, each with different communication preferences. The project manager notices that some stakeholders are disengaged despite regular status updates.

What should the project manager do?

Review the communication plan and adjust channels, frequency, or formats to better match stakeholder needs.
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Increase the frequency of project status meetings to ensure all stakeholders receive updates more regularly.
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Request that stakeholders adapt to the existing communication plan to maintain consistency.
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Provide all communications in a standardized written format to ensure consistency across all locations.
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Question 66 of 105

66. Question

A project has been approved with a cost baseline of $2 million. The project manager identifies a necessary scope change that will increase costs.

What should the project manager do first?

Determine the impact of the change and determine whether the contingency or management reserve can be used.
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Submit a change request to increase the project budget to account for the additional costs.
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Use available funds from the cost baseline since the new cost is related to project scope.
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Proceed with the change and adjust the cost baseline later during the next financial review.
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Question 67 of 105

67. Question

A project manager is estimating project costs based on historical data from similar past projects while making adjustments for differences in scope and complexity.

Which cost estimation technique is being used?

Analogous estimating.
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Parametric estimating.
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Bottom-up estimating.
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Three-point estimating
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Question 68 of 105

68. Question

A project manager is working on a manufacturing project and is applying lean principles to optimize throughput while minimizing waste. The project team identifies that one workstation in the production line is operating slower than others, causing bottlenecks.

What should the project manager do first to optimize throughput?

Identify and improve the efficiency of the bottleneck workstation to increase overall system flow.
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Increase staffing at all workstations to add slack and increase productivity across the production line.
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Speed up the fastest workstations to compensate for delays at the bottleneck stage.
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Add extra resources to the project budget to allow for alternative processing methods.
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Question 69 of 105

69. Question

A Scrum team has a velocity of 50 story points per two-week sprint. The product backlog contains 200 story points of remaining work.

How many more weeks are required to complete the backlog, assuming velocity remains stable?

8
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4
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2
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6
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Question 70 of 105

70. Question

A project requires painting a room after drywall installation. However, the paint cannot be applied until two days after the drywall is completed to allow drying.

What does the two-day delay represent?

Lag time
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Lead time
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Float time
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Crash time
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Question 71 of 105

71. Question

Midway through a sprint, a product owner requests a new feature that will require significant effort. The team is already at full capacity.

What should the Scrum Master do?

Reject the request and advise the product owner to prioritize it for the next sprint.
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Reallocate work from lower-priority backlog items to accommodate the new feature.
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Expand the sprint length to fit the new feature within the current iteration.
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Replace an already committed story with the new feature to balance workload.
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Question 72 of 105

72. Question

A project manager wants to minimize total quality costs by investing in early-stage quality activities instead of addressing defects later.

Which category of Cost of Quality (COQ) does this investment fall under?

Prevention costs, because it reduces defects before they occur.
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Appraisal costs, since testing is done before product delivery.
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Internal failure costs, since the company prevents issues internally.
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External failure costs, because it prevents defects from reaching customers.
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Question 73 of 105

73. Question

A project manager is overseeing the mass production of electronic components and needs to perform quality assurance inspections efficiently.

Which sampling technique should be used?

Statistical sampling, where a subset of units is inspected based on probability.
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100% inspection, ensuring every unit is examined to eliminate defects.
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Attribute sampling, focusing only on whether the unit is defective or not.
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Judgment sampling, where quality inspectors decide which units to inspect.
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Question 74 of 105

74. Question

A project team is analyzing the root cause of recurring defects in a software development project.

Which tool should the project manager use?

Fishbone Diagram, which helps identify multiple causes.
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Pareto Chart, which ranks defect causes based on frequency.
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Control Chart, which monitors process or cause stability.
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Scatter Diagram, which finds correlations between variables.
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Question 75 of 105

75. Question

A project manager is creating a WBS for a construction project. A team member asks how it will improve scope control.

What should the project manager explain?

The WBS decomposes project deliverables into manageable work packages.
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The WBS makes sure that each project risk is mapped to their potentially impacted deliverable.
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The WBS provides a high-level overview of project deliverables/milestones and phases/releases.
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The WBS documents all project deliverables, assumptions and constraints.
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Question 76 of 105

76. Question

A development team is struggling with incomplete and unclear user stories during sprint planning.

What should the Scrum Master implement?

Definition of Ready (DoR) to check backlog items are fully prepared before sprint planning.
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Definition of Done (DoD) to help ensure work meets quality standards before completion.
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Requirements Traceability Matrix (RTM) to link user stories to deliverables.
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Scope Statement to define and clarify project boundaries.
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Question 77 of 105

77. Question

A medical-device project blends predictive hardware development with adaptive software iterations. Scope-related events surface in both work streams.

Instructions
Drag each event on the left to the project-manager action on the right that most appropriately resolves it.

Sort elements

Record the deviation as an issue and schedule cooperative rework
Send a scope adjustment petition to the hardware review forum
Reorder backlog priorities and negotiate capacity with the product lead
Elevate the matter to the integration board for cross-stream guidance

Iteration testing shows button response out of sync with firmware timing

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The prototype bracket exceeds the approved weight target

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Marketing requests earlier delivery of a data-sync feature

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Joint review finds connector codes inconsistent between work teams

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Question 78 of 105

78. Question

A project involves frequent updates to a technical product. The project manager wants to ensure that only approved changes are made and that previous versions can be tracked.

Which plan should be referenced?

Configuration Management Plan
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Change Management Plan
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Quality Management Plan
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Risk Management Plan
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Question 79 of 105

79. Question

A project team identifies a necessary product design modification that will impact cost and schedule.

Who should review and approve the change?

The Change Control Board (CCB)
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The project sponsor or executive
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The project and program manager
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The development team with PMO oversight
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Question 80 of 105

80. Question

A Scrum team is struggling to complete work because backlog items are poorly defined.

Who is responsible for ensuring backlog items are well-defined before the sprint starts?

The Product Owner, who ensures backlog items meet the Definition of Ready.
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The Scrum Master, who refines backlog items for the team prior to the sprint starting.
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The Development Team, which must define and develop the backlog items.
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The Stakeholders, who provides the backlog requirements in the first place.
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Question 81 of 105

81. Question

What is the primary purpose of the Statement of Work in procurement documents?

Detail the vendor’s work requirements, including deliverables and performance measures.
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Provide an itemized pricing schedule and detailed cost breakdown to accurately plan budgets.
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To summarize the overall procurement strategies and related risks.
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Outline the vendor’s financial background and past project experience.
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Question 82 of 105

82. Question

Which action best ensures that only qualified vendors participate in the procurement process?

Use a pre-qualification process to assess vendor capabilities and experience.
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Invite vendors based on referrals and conduct basic screening procedures.
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Shortlist vendors solely based on historical performance data without a comprehensive evaluation process.
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Rely on vendor self-certification to meet the minimum requirements.
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Question 83 of 105

83. Question

During a change control meeting, a conflict arises over the latest version of the requirements document. What is the best way to resolve the conflict?

Refer to the version control log to confirm the approved version.
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Merge the conflicting versions into a single new document and label it the current version.
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Conduct a team vote on which version to adopt.
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Defer the decision to the next scheduled meeting giving time for the latest version to be identified.
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Question 84 of 105

84. Question

Instructions: Drag each artifact to the description that best fits its purpose.

Sort elements

Time-phased benchmark, approved during planning, against which variances in delivery dates are measured.
Consolidated record of obstacles requiring resolution or escalation, kept current throughout execution.
Collection of experiential insights captured at milestones and archived for organizational reuse.
Strategy document defining how external vendors will be identified, contracted, and overseen.

Schedule Baseline

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Issue Log

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Lessons-Learned Register

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Procurement Management Plan

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Question 85 of 105

85. Question

“Complicated Corp” has chosen a complex hybrid delivery life cycle: Drag each artifact to the management practice or cadence that best applies within a hybrid life cycle.

Sort elements

Re-prioritized at cadence-based planning events to maximize delivered value.
Re-baselined only after formal change-control approval for predictive work packages.
Reviewed at least weekly; triggers predefined responses when exposure thresholds shift.
Updated continuously by team members as work items move through defined flow states.

Product Backlog

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Scope Baseline

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Risk Register

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Task (Kanban) Board

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Question 86 of 105

86. Question

During a routine review, a project manager finds that several project artifacts are not reflecting recent updates. What is the most appropriate method to validate that all artifacts are current?

Enforce strict change control procedures with documented approval workflows.
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Allow team members to update documents informally and notify the manager.
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Use a shared drive with manual version numbering maintained by each team member.
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Circulate revised documents via email for team acknowledgement.
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Question 87 of 105

87. Question

Which metric would best indicate the effectiveness of the project artifact management system?

The percentage of artifacts tagged with approved version control markers.
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The frequency of updates to only baselined project artifacts.
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The number of baselined and non-baselined artifacts stored in the repository.
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The time taken to retrieve documents during audits.
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Question 88 of 105

88. Question

During a project audit, outdated project artifacts are found being used in decision-making. What is the best corrective action?

Update the outdated artifacts immediately and inform impacted stakeholders.
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Suspend use of all artifacts until a full audit can be completed.
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Conduct a training session on artifact management procedures.
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Archive the outdated documents and reinitiate the document creation process.
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Question 89 of 105

89. Question

A Scrum master is reviewing the Definition of Done (DoD) to check that project deliverables are fully completed and accepted. Which of the following components are essential to a robust DoD? (Choose 3 correct options.)

Clear and specific acceptance criteria that detail what constitutes completion of the deliverable.
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A checklist of quality standards and performance metrics that the deliverable must satisfy.
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An agreement on roles and responsibilities for verifying that the deliverable meets the acceptance criteria.
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Documentation of lessons learned during the development process for future reference.
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A statement indicating that any further changes should be deferred until after the next release.
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Question 90 of 105

90. Question

A project has a clearly defined governance structure with designated escalation paths. A team member reports a major risk that could significantly impact project scope, but the functional manager refuses to escalate the issue. What should the project manager do first?

Follow the documented escalation path within the governance framework.
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Report the issue to senior leadership immediately.
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Accept the risk and document it for review at the next phase gate.
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Remove the functional manager from the escalation chain.
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Question 91 of 105

91. Question

A project manager leading an Agile project needs to establish governance structures while maintaining agility. Which approach best aligns with Agile governance principles?

Conduct frequent product increment reviews and adaptive planning meetings
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Use a defined phase-gate model to effectively control progress
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Require all the agile team members to get executive approval for each sprint start
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Replace the product owner with a formalized governance board
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Question 92 of 105

92. Question

What is a key difference between an issue log and a risk register?

The risk register contains potential future events, while the issue log records current problems.
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The risk register tracks both known and unknown risks, while the issue log tracks only known risks and issues.
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Issues are managed proactively, while risks are managed reactively.
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Risks are shared with management, while issues are handled at the project team level.
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Question 93 of 105

93. Question

During a daily standup meeting, a team member reports that they cannot complete their work because they are waiting for data from another department. What should happen next?

The Scrum Master should record this as an impediment and work on resolving it.
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The team member should resolve the issue independently without disrupting the meeting.
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The project sponsor should be notified immediately to intervene.
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The team should discuss it at the next sprint retrospective.
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Question 94 of 105

94. Question

A project manager is trying to determine whether a newly identified problem should be categorized as a risk or an issue. Which question should they ask?

Is this problem currently happening, or is it a potential future event?
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Does this problem have a likely impact on the project cost or schedule?
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Has this problem occurred in past, similar projects?
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Who is responsible for resolving the problem?
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Question 95 of 105

95. Question

An Agile team uses retrospectives at the end of each sprint to discuss what went well and what could be improved. Which principle does this practice align with?

Sharing and applying knowledge in an iterative manner
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Identifying knowledge for transfer
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Capturing knowledge through structured documentation
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Archiving knowledge for compliance purposes
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Question 96 of 105

96. Question

A project is ending, and the organization wants to make sure that future projects benefit from the team’s knowledge and experiences. What should the project manager do first?

Conduct a lessons learned session and document key takeaways
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Archive project documents for compliance purposes
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Close the project and move on to new initiatives
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Assign a senior executive to summarize all project insights
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Question 97 of 105

97. Question

A company is transitioning to Agile and wants to transfer knowledge between rotating teams effectively. What approach is most effective?

Implement cross-team knowledge-sharing sessions and communities of practice
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Require each team to write detailed project closure reports and lessons learned
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Store all retrospective notes in a central database for easy retrieval
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Assign a dedicated knowledge manager to proactively summarize key project findings
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Question 98 of 105

98. Question

In a software project, the development phase is complete. A stakeholder notes several minor features are not functional, while the team states these fall outside the agreed Definition of Done (DoD). What should the project manager do?

Hold a review meeting with the stakeholder to clarify acceptance criteria.
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Accept the deliverable as complete because it technically meets the DoD.
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Rework all features to satisfy the stakeholder.
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Delay closure until every issue is resolved, regardless of DoD.
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Question 99 of 105

99. Question

During closure, a team member notes several undocumented lessons learned. What should the project manager do?

Document them and update the repository.
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Ignore them as minor details.
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Schedule a review meeting after closure.
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Ask the team member to note them informally.
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Question 100 of 105

100. Question

At final closure, the client hesitates to sign off due to minor documentation discrepancies. What should be done?

Revise the documentation and then obtain formal sign-off.
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Accept a verbal confirmation and close the project.
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Insist on immediate sign-off regardless of discrepancies.
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Close the project and note the discrepancies in an internal memo.
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Question 101 of 105

101. Question

A project sponsor expresses concern that uncontrolled changes could delay the project. The project manager reassures them that a Change Management Plan is in place.

What is the primary function of the Change Management Plan?

It defines how changes are documented, evaluated, and approved before being implemented.
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It ensures that only critical changes are approved to minimize disruptions to the project timeline.
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It establishes escalation procedures for project sponsors and senior executives to review all change requests.
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It provides a strict framework to prevent stakeholders from submitting unnecessary change requests.
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Question 102 of 105

102. Question

An Agile team is midway through a sprint when a high-priority security vulnerability is discovered.

What should the team do?

Discuss the severity with the Product Owner to determine if the change justifies interrupting the sprint.
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Complete the current sprint as planned and address the security issue in the next sprint.
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Take the issue to senior management for approval before making any changes.
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Stop the sprint and reprioritize backlog items to include the security fix immediately.
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Question 103 of 105

103. Question

A project is experiencing frequent change requests from multiple stakeholders, causing delays.

What should the project manager do to improve change management?

Establish a formal change control process and educate stakeholders on its use.
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Implement all changes quickly to maintain stakeholder satisfaction.
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Reject additional change requests to prevent further delays to the schedule.
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Allow the team to decide which changes to implement based on individual change feasibility.
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Question 104 of 105

104. Question

A project has a well-defined scope but faces some uncertain risks. Which contract type best balances these factors?

A Fixed Price Incentive Fee (FPIF) contract that shares risk between buyer and vendor.
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A standard Fixed Price (FP) contract that offers little flexibility for risk adjustments.
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A Cost Reimbursable (CR) contract that shifts most risk to the buyer when scope uncertainties arise.
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A Time and Materials (T&M) contract, typically used when scope is unclear rather than for moderate risk.
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Question 105 of 105

105. Question

A project is in execution when a previously identified risk occurs, causing delays. The contingency plan is not fully mitigating the impact. What should the project manager do next?

Work with the team to reassess the risk response and determine if adjustments are needed.
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Continue with the existing contingency plan since it was pre-approved, even if it is not working as expected.
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Shift people to unaffected areas of the project while waiting for additional data before making changes.
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Accept that delays are now unavoidable and notify stakeholders of the adjusted schedule.
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