PMP Exam Questions and Answers | Exam-Dumps (Page: 30)

QUESTION: 146

During the implementation phase of a construction project, a key supplier went bankrupt and cannot supply the contracted material. This issue could affect the project schedule.
What should the project manager do first?

Escalate to the management team for delay approval
Add the risk and the delay to the risk register
Update the schedule to include the delay
Update the issue log and act to minimize the impact

Answer(s): D

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QUESTION: 147

A project manager for a factory construction project in a small town is evaluating the necessary actions to engage stakeholders. The local community is speculating the impact of the facility. There are rumors of job opportunities and environmental impacts, which are listed on the project risk matrix.
What should the project manager do with regard to community engagement in this situation?

Build channels to extend communication efforts to the local community.
Focus on the sideward stakeholders only and let the organization manage the community.
Use the city administration to address communication with the community.
Include the local union representative in the high-power, high-impact stakeholder group.

Answer(s): A

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QUESTION: 148

A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project.
After discussing these concerns with the team, it is determined that the project does not have the full support of senior management.
What should the new project manager do next?

Request the business team to clearly define their issues with the project work completed to date.
Send out a status report describing the situation to the stakeholders and request general assistance.
Study the stakeholder analysis to understand which stakeholder holds the most influence and seek their assistance.
Ask senior management to be more involved with the project and to provide their full support.

Answer(s): C

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QUESTION: 149

A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues.
What should the project lead have done initially to avoid this situation?

Involved operations stakeholders during planning
Reviewed the project management plan
Increased support hours for the hours of operation
Created a detailed operations manual

Answer(s): A

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QUESTION: 150

A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production. One particular pain point is the transition to operations, where the issues usually arise.
What should the project manager do to improve this scenario?

Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities
Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides
Foster stakeholder participation by engaging them early on the backlog discussions
Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress

Answer(s): A

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PMI PMP Exam (page: 30) PMI Project Management Professional Updated on: 18-Jan-2026

QUESTION: 146

QUESTION: 147

QUESTION: 148

QUESTION: 149

QUESTION: 150

PMI PMP Exam (page: 30)
PMI Project Management Professional
Updated on: 18-Jan-2026