10/01/2024
CONTOH LATIHAN SOAL PMP (PROJECT MANAGEMENT PROFESSIONAL) PMI - EXAM PRACTICE
Penyusun : Hery Purnama, SE.,MM.,
MCP, PMP, ITILF, CISA, CISM, CGEIT, CRISC, CDPSE, COBIT, TOGAF, CTFL, CBAP
1. Question 1
You have been assigned to a new project, where the work is behind schedule and the team are not working together well. The team is relatively new, and conflicts are arising. Team members are blaming each other for work not done, and some people are not showing up to work on the project at all. What will you do next?
⚪ A. Meet with the functional manager to agree on the team members’ time requirements.
⚫ B. Meet with your team to set a team charter and define roles & responsibilities.
⚪ C. Meet with the project sponsor to gain additional funding for resources who can work together.
⚪ D. Escalate the issue to the steering committee as soon as possible as a project risk.
2. Question 2
You have recently completed a project for a new product and have been asked to manage it after its release to keep it relevant in today’s marketplace. Half of your existing project team are rolling off to other projects soon, and your project budget is nearly depleted. What will you do next?
⚪ A. Create a business case and project charter for your project sponsor to approve.
⚪ B. Retain as many of your current project staff to continue work on the product.
⚪ C. Raise a change request for your current project to add scope and continue making changes.
⚫ D. Secure funding for a stable team, then use current research to form a suite of projects to improve the product.
3. Question 3
You are delivering a critical change and several key stakeholders in your organisation have added seemingly unnecessary steps for you to take, with extra approvals, reports and meetings. They are also restricting the people you need from working on your project in a larger capacity. What will you do next?
⚪ A. Go directly to the people you need to avoid extra back-and-forth with the stakeholders.
⚪ B. Raise a risk in the risk register on the lack of access to sufficient resources.
⚫ C. Communicate more often with the stakeholders and gain a deeper awareness of their ideas and situation.
⚪ D. Show your stakeholders the Resource Assignment Matrix and project roles & responsibilities.
4. Question 4
You are managing a project team mostly made up of men. Recently Jane was hired for her high expertise in the brands that make up your industry. You notice she has been left out of some key meetings, and others are overlooking her opinions. You also notice she is paid significantly less than her male colleagues. What will you do next?
⚫ A. Make steps to update her pay to the same range as the others on your project, and ask her opinion and advice specifically during each meeting (along with others in your team).
⚪ B. Take the lower pay as a win for your project, as it will help keep costs low and her colleagues don’t need to know.
⚪ C. Ask Jane to write down her knowledge of the industry, just in case she leaves.
⚪ D. No need to rock the boat – this is just how people work in this industry.
5. Question 5
During one of your working group meetings, a stakeholder raises the concern that the product you are working on will be discontinued in the next five months. You were not aware of this, and your project budget has already been approved until the scheduled delivery, which is in five months also. What will you do next?
⚪ A. Keep the project going as it is – the discontinued product isn’t your responsibility.
⚫ B. Set a meeting with your project sponsor to share the information and a recommendation to terminate the project.
⚪ C. Change the scope of the project to meet a different product so your project can remain relevant.
⚪ D. Ask for additional funding to see if you can improve the product instead of discontinuing it.
6. Question 6
You have collected the requirements for your project and are creating the scope statement and work breakdown structure. During this process you notice some functionality in your database system that will help a different project you are aware of within your Project Management Office (PMO). What will you do next?
⚪ A. Place the feature in the other project’s backlog, and ask them to prioritize it as soon as possible.
⚪ B. Raise the functionality in your risk register as a threat, with the response to “mitigate”.
⚪ C. Add the scope to your project and complete it as soon as possible.
⚫ D. Raise the functionality in your risk register as an opportunity with the response to “exploit”, and meet with the other project team and sponsor to discuss.
7. Question 7
You are working on a high profile project. Several high-ranking senior executives want to take the credit for this initiative, while limiting the impact to their own resources. This has led to several conflicts and a scope statement that is unclear, leading to a risk of project failure. What will you do next?
⚪ A. Create a scope statement yourself to avoid further conflict.
⚫ B. Facilitate a discussion with the executives as a neutral third party, focusing on agreed project goals.
⚪ C. Limit your project resources to the executives until they can agree on a way forward.
⚪ D. Escalate the issue to the project steering committee and ask them to resolve the problem.
8. Question 8
You are managing a project where the majority of the product has been planned up-front, but an external system is needed from a vendor in partial pieces where the requirements are unclear. Half of your stakeholders want to use a waterfall approach, and the other half are advocating for an Agile approach. What will you do next?
⚪ A. Use an Agile methodology. The fixed scope is low risk, and you can capture changes using Agile.
⚪ B. Use a Waterfall methodology and ask the team to plan the uncertain scope better.
⚫ C. Proceed with a hybrid method to start, with pre-planned scope but Agile ceremonies that promote feedback.
⚪ D. Use a combination of Waterfall and Agile to capture all the requirements and keep stakeholders happy.
9. Question 9
You are working on a project where senior users have been testing the product as parts are released. They have found some missing requirements and defects. Their manager is worried that the project won’t deliver a product that is fit for purpose, without defects and within the timeframe needed. What will you do next?
⚪ A. Perform some of the testing yourself to ensure a quality product.
⚫ B. Help every team member to focus on quality, from correct acceptance criteria to a developed and tested product.
⚪ C. Limit testing until the very end of the project so you can do it all in one go when the product is completely ready.
⚪ D. Increase the testing on your project and add more testing resources so no defect goes unnoticed.
10. Question 10
You are working through the risk assessment with your team, who are having trouble coming up with ideas for risks. You decide to give them some guidance on types of complexity that might affect your new product. What will you do next?
⚪ A. Ask them to brainstorm Qualitative and Quantitative risks.
⚪ B. Ask them to perform the Five Whys and Ishikawa analysis.
⚫ C. Ask them to brainstorm around possible unwanted human behaviour, system behaviour, ambiguity and technical innovation impacts.
⚪ D. Ask them to perform a retrospective to discover what isn’t working well, and what still puzzles us.
11. Question 11
You are working on a project where you discover a certain negative risk with a potential impact of $2,000,000. You meet with your project stakeholders who determine that this is within their risk appetite, provided you meet a risk threshold of 10%. What will you do next?
⚪ A. Note the acceptable risk level as a threat of $200,000 (10%).
⚫ B. Note the acceptable risk level as a threat of $1,800,000 to $2,200,000 (10% variance).
⚪ C. Note the impact as outside the acceptable risk level of $2,000,000.
⚪ D. Note the impact as an opportunity of $200,000 (10%).
12. Question 12
A risk has been raised in your project around insufficient building materials. One risk response assigned to the functional manager suggests to use a brand new material, which has not been fully tested in a building project. Half of your stakeholder group are happy with this risk response, but the other half are not, and refuse to sign off on it. What will you do next?
⚪ A. Suggest a quantitative risk approach to give a more accurate financial impact.
⚫ D. Suggest a different risk response, as they should be timely, cost effective, realistic, and agreed to by relevant stakeholders.
⚪ B. Suggest they proceed with the proposed risk response, and ensure it is followed through.
⚪ C. Suggest a different risk owner, as an executive may have more power to respond to the risk.
13. Question 13
Your project is starting to go off track due to a large amount of uncertainty in the requirements and resources. At a significant cost, you have managed to reign in these issues, however your project management office would like you to brainstorm ways to improve with your team so that they do not happen again. What will you do next?
⚪ D. Ask your team to check their work twice before sending it to the next part of the process.
⚪ B. Ask your team to change the project methodology from Waterfall to Agile.
⚪ A. Ask your team to increase the project Contingency Reserve, to allow for these impacts.
⚫ C. Ask your team to use short feedback loops, continuous improvement, and transparent planning.
14. Question 14
As your project progresses, many of the business stakeholders are starting to voice their concerns, to question some of the changes, and even miss key meetings while trying to sabotage your efforts. What will you do next?
⚫ A. Communicate the vision and benefits for the change clearly, along with the impact to their work.
⚪ C. Escalate the matter with your project sponsor, and arrange for different stakeholders.
⚪ B. Create an impact over influence chart to determine who should be engaged appropriately.
⚪ D. Map the current state and the proposed future state of the change for the stakeholders.
15. Question 15
You are analysing your stakeholders through an impact over influence chart and have found more than 100 different groups of people, and over 3000 impacted stakeholders. Other parts of your project are starting to fall behind as you try to keep up with the large amount of people. What will you do next?
⚪ C. Monitor the stakeholders for signs of stress and respond to groups most stressed about the project.
⚪ A. Ask your project team to engage different groups of stakeholders so everyone is covered.
⚪ D. Create a SharePoint page for changes that any stakeholder can gather information from anytime.
⚫ B. Clearly prioritise the stakeholders then engage and communicate with the highly impacted and influential groups early and often.
16. Question 16
You are managing a project which communicates to the customer using mostly pull communication so far. When monitoring the engagement of your stakeholders, you notice a trend that they are not clear on the impacts or benefits of the project. You decide to add push communication to your communication plan. What will you do next?
⚪ C. Push your stakeholders to engage in more two-way communication.
⚪ A. Create a webpage using SharePoint with all the project information, that your stakeholders can see.
⚪ B. Push for more funding on your project, and communicate this to your project sponsor.
⚫ D. Send a weekly email to stakeholders with a project update, including the impacts and benefits.
17. Question 17
You have taken over on a project with a vendor where scope and requirements have been missed. You notice that miscommunication and mixed messages are common. You set a meeting with your team and the vendor’s team. The meeting is extremely important to get right. What will you do next?
⚫ B. Confirm they hear your message, determine if they agree, and identify nuanced or unintended messages they may have received.
⚪ C. Only communicate with the vendor in writing, so you have a trail of proof if anything goes wrong in the future.
⚪ D. Prepare a claim for the mishandled scope of your project through your procurement team.
⚪ A. Speak slowly and clearly with the vendor’s team, at a louder volume if necessary.
18. Question 18
Your stakeholders seem to be engaged, however there are frequent changes to scope and requirements, causing delays. Issues are often raised and result in multiple rounds of feedback. You are not sure who or what could be the cause. What will you do next?
⚪ D. Ensure your project budget has enough contingency reserves to meet the multiple reviews and delays.
⚪ B. Raise a risk in the risk register for the project delay, and review responses with your team.
⚫ C. Review the issue log, risk register and change log for the most frequent requestors, then update your stakeholder engagement approach for those people.
⚪ A. Perform root cause analysis with your project team on the problem to brainstorm ideas.
19. Question 19
You have been working on a project where the manager leads in a dictatorship style. Over time, the team have stopped making suggestions, sick days and mental health days have become more frequent, and the pace of work has slowed. The manager comes to you for help. You suggest a servant leadership style instead. What will they do next?
⚪ C. Ensure their team are serving other team members and helping each other succeed.
⚫ B. Focus on obstacle removal, encouragement and development opportunities.
⚪ A. Serve the team as much as they can, ensuring their every need is met.
⚪ D. Serve the team new ways to do the work and engage them through additional variety.
20. Question 20
You have been allocated to a new project team with members from different parts of the functional business area. It soon becomes clear that very few of them have worked on a project before. There is also a lot of miscommunication and re-work occurring amongst the team, which is starting to cause delays. What will you do next?
⚫ C. Help the team set their vision and objectives, roles and responsibilities, and team operations.
⚪ D. Send your team members on training in their roles to increase their capability.
⚪ B. Review the Resource Assignment Matrix with your team and ensure they are doing their job.
⚪ A. Set a daily stand-up with your team to ensure they update what they completed.
Sumber :
CONTOH LATIHAN SOAL PMP (PROJECT MANAGEMENT PROFESSIONAL) PMI - EXAM PRACTICE Penyusun : Hery Purnama, SE.,MM., MCP, PMP, ITILF, CISA, CIS...
