PMI PMP Quiz 127 Topic 3 Questions 631-635

Question: 1

Based on the input of a senior team member, a corrective action is implemented to address a design issue. After implementation, the team discovers that the corrective action fails to improve design quality.

What should the project manager have done to prevent this?

AIdentified the risks, and documented the sources of overall project risks

BEnsured the design's corrective action was inspected and held a lessons learned session

CReferred to the change management plan, and ensured that change requests were formally authorized

DConsulted the quality management plan, and assured that inspections and audits were conducted

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Question: 2

A car manufacturing company wants to develop an unmanned car as a new product. A project manager was assigned. The company has developed high-level specifications, but the detailed specifications are not clear

How should the project manager develop the work breakdown structure (WBS)?

APerform requirements gathering sessions with the stakeholders and develop the WBS together with the experts.

BValidate the scope and ask the experts to subdivide the deliveries into smaller components.

CValidate the scope and ask the experts to use a bottom-up approach to group the subcomponents.

DUpdate the assumptions log and ask the experts to break down the high-level requirements into work packages.

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Question: 3

A project requires specialized technical expertise from the engineering department. However, the senior engineer is leading a team on a separate project, and the only available resource is an entry-level engineer. The senior engineer is highly regarded by the customer and preferred by the project manager.

What should the project manager do first to obtain the senior engineer's participation in this project?

ADemand that the senior engineer is assigned to increase customer confidence in the delivery of a quality product.

BDevelop a job description using the senior engineer's qualifications to hire a comparable senior engineer

CImmediately ask the project sponsor to escalate this resource requirement.

DMeet with the engineering department manager to discuss options for making the senior engineer available

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Question: 4

During a monthly executive steering committee meeting, a functional manager states that they have not been made aware of the schedule delays documented in the last status report. What should the project manager do to avoid this situation in the future?

AUpdate the schedule, lessons learned, and issue log prior to the next steering committee meeting.

BProvide the functional manager with access to the project management information system (PMIS).

CUpdate the risk register to reflect a possible project interruption caused by the functional manager.

DConduct a regular project team meeting to highlight status, issues, and risks before reporting to the steering committee.

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Question: 5

The client is pushing the development team for an urgent software patch to address a bug The team completed the patch, but the tester was unable to sign off on it due to illness. Regardless, the product manager is determined to release the software immediately

What steps should the project manager take?

ADefer the release until a suitably qualified tester can be found to execute the testing.

BRelease the bug patch to appease the client and ensure continued business.

CAllow the product owner to make the release decision, but tell them that the quality risk belongs to them

DPlace the project on hold and alert the project sponsor to the issues.

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PMI PMP Quiz:127 Topic:3 Questions:631-635