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PMI PMP - Project Management Professional (2026) Sample Questions (Q845-Q850):

NEW QUESTION # 845
A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue?

A. Develop protocols for resolving conflicts between team members
B. Set up face-to-face meetings with project team members
C. Obtain special expertise to advise the team members
D. Force the team members to work from one location.

Answer: A

Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds.
Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.

NEW QUESTION # 846
Atypically high-performing team member has started to demonstrate a performance drop as well as some aggressive behaviors toward other team members in meetings. The project manager has worked with this individual for many months on this project and has not seen this type of behavior before.
What should the project manager do?

A. Discuss their performance with the team member's functional manager as well as human resources (HR) and discuss next steps
B. Attend more team meetings to observe the team more closely to determine the root cause
C. Discuss the individual's behavior with the other team members to determine if they have noticed and know what is going on
D. Discuss the project manager's observations with the individual to determine why they are behaving this way

Answer: D

NEW QUESTION # 847
A functional manager is concerned that the project's quality management techniques have advanced beyond the department's capabilities and wants the project team to review all quality management activities in two full-day workshops the following week. What should the project manager do next?

A. Draft a project decision request to include in the scope for the current iteration and ask the sponsor to approve.
B. Add this to the project backlog and have the product owner determine where it fits in terms of priority.
C. Indicate that this was a not a requirement identified during project planning and it is outside of the scope.
D. Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time.

Answer: D

NEW QUESTION # 848
A member of the board of directors has asked the project manager for the estimated cost of the minimum viable product (MVP). The estimated cost is needed in order to get formal approval for this project How should the project manager report this cost?

A. Consider the cost performance index (CPl) based on earned value (EV) divided by costs
B. Determine the control accounts and use a top bottom estimate
C. Calculate the budget at completion (BAC) based on the completed and planned features
D. Estimate user story points and forecast a budget for that deliverable

Answer: D

Explanation:
A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user's perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP. This approach is more suitable than the other options because:
* B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.
* C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.
* D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.
:
1: Minimum Viable Product (MVP) and Project Cost Estimation with Cost ... 2: User Stories | Atlassian 3:
Forecasting Techniques in Project Management - PM Study Circle : Top-down and bottom-up project management: Leveraging the advantages of the two approaches : Cost Performance Index (CPI) in Project Management | Sinnaps : Budget at Completion (BAC) in Project Cost Management

NEW QUESTION # 849
Which three of the following scenarios are impediments to which a scrum master should pay attention?
(Choose three)

A. A team member talking about a user story that is on the Scrum board
B. A team member talking about a user story that is not on the Scrum board
C. A review of the backlog at daily standup meetings
D. A lack of team empowerment and an inability to self-organize
E. A technology that blocks agile capabilities

Answer: B,D,E

Explanation:
According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:
A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team's ability to inspect and adapt their work and process3.
A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team's motivation, creativity, and productivity.
The scenarios that are not impediments are:
A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog.
Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.
1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover, Scrum.org, April
2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2 : Solving Impediments as a Scrum Team, Scrum.org, August 2018, 3 : Scrum Guide, November 2020, p. 10 : Scrum Guide, November 2020, p. 11

NEW QUESTION # 850
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Paul Hall Paul Hall

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