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PMI PMP Exam (page: 26)
PMI Project Management Professional
Updated on: 12-Jan-2026

Viewing Page 26 of 285
PMP PDF 1417 Questions

A project manager has been assigned to a project after the charter has been approved.
While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed.
What should the project manager do next?

  1. Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy
  2. Add the missing budget items to the risk log and present them in the next project steering committee
  3. Start the project and deal with these budget issues as they arise throughout the project life cycle
  4. Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed

Answer(s): A



A project schedule risk has turned into an issue. The project manager foresees delays in project execution.
What should the project manager do to resolve the issue?

  1. Escalate the issue to senior leadership for resolution
  2. Work with relevant stakeholders to determine possible solutions
  3. Update the schedule baseline to the new project time line
  4. Update the risk management plan and send it to the project team

Answer(s): B



A project manager is assigned to a project where a vendor has been engaged to build a new system. One week before user acceptance testing (UAT) is scheduled, the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.
What should the project manager do next?

  1. Communicate with the vendor and project team and explore possibilities for resolving the issue
  2. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract
  3. Escalate to management and prepare for project closure by canceling the contract with this vendor
  4. Adjust the project schedule to accommodate the current development progress of the vendor

Answer(s): A



In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technician's poor performance as the reason for the conflict.
How should the project manager resolve the problem?

  1. Use a direct, collaborative approach with the technician and supervisor
  2. Provide a just-in-time training to the technician to improve their skill set
  3. Replace the technician with a high performing resource as time is critical
  4. Talk to the supervisor to tone down their approach and attitude

Answer(s): A



A project is comprised of team members who are not engaged and committed to project success.
What should the project manager do to address this situation?

  1. Contact the project sponsor to request approval to release the current team and hire replacement personnel
  2. Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution
  3. Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude
  4. Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary

Answer(s): B



Viewing Page 26 of 285



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