PMP Exam Dumps - Project Management Professional (2025 Version)

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Question # 585

A project manager is leading a team and wants each team member to produce their deliverables and be held accountable for the work product. What should the project manager do first?

Engage with each project team member to explain the individual consequences of late delivery.

Establish a daily standup meeting where each project team member reports their progress.

Create a plan of action and milestones (POAM) to detail the deliverables for each project team member.

Empower each project team member with ownership of a particular aspect of the project.

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Question # 586

An organization is implementing a solar power system at its production plant. During the execution phase, one of the key stakeholders noticed and communicated that authorities are developing solar power regulation, which might impact the overall feasibility of the project.

What should the project manager do first?

Collect and analyze information about the new regulation.

Put the project on hold and wait for the regulation information to be confirmed.

Proceed with the project as long as the regulation is not yet finalized.

Meet with the sponsor to discuss the regulation issue and determine the proper action.

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Question # 587

A project team is not motivated and is producing the bare minimum. The team has no interest in keeping pace with the aggressive project schedule.

What should the project manager do first to get the team energized and performing efficiently?

Seek to understand the sentiments of each team member and then work with them to address their concerns.

Bring the team together on a phone call to explain the criticality of the project and the impact of schedule delays.

Contact the functional manager to request a replacement for team members who are not able to meet the schedule.

Begin holding daily meetings and ask each team member to share their status and demand that they remain on schedule.

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Question # 588

A project manager notices that an extroverted project team member appears to be increasingly controlling the direction of the entire team. The other team members are not complaining but seem to be more passive.

What should the project manager do?

Meet with each team member to better understand the situation.

Meet with the extroverted team member and ask them to be more sensitive to others.

Address the situation in a team meeting and ask everyone to be more active.

Observe the team dynamics closely and step in if a team member complains.

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Question # 589

Customers are concerned about the quality of an interim software system for a project. The quality control team has approved the software, but the customers are complaining that some functions do not comply with the requirements.

What should the project manager do to prevent this from happening again?

Review the risk impact of quality nonconformance.

Review the communications management plan.

Revise the quality management plan.

Revise the product acceptance specifications.

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Question # 590

While working with the project team on planning project resources, the project manager discovers that a critical resource will be assigned at the same time to another project in the organization. The project team explains to the project manager that this resource cannot be replaced by another resource.

What should the project manager do first?

Contact the human resources (HR) department to find new resources to replace this critical resource.

Meet with the project lead of the other project to evaluate how to best allocate the critical resource in both projects.

Ask the project team to reschedule the project tasks that will demand the use of this critical resource.

Discuss the resource management plan with the project team for effective utilization of critical resources.

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Question # 591

A project manager is trying to define a project time line despite having incomplete and ambiguous information on requirements and regulations. What should the project

manager do to finish planning?

Review project documents to identify and eliminate uncertainties and inconsistencies.

Execute a root cause analysis to discover the underlying factors that might lead to risks and issues.

Perform an assumption and constraint analysis to provide more opportunities and remove limiting factors.

Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis.

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Question # 592

A project lead was recently elected to complete the execution of a legacy project for a water filtration plant due to the project director's reassignment. The project lead has been on five similar projects in the recent past. The client has challenged the completion status due to a lack of construction evidence. The client has also indicated their intention to apply performance-associated penalties that are detailed in the contract.

What should the project lead do?

Accept the client's observations and pay the penalties as per the project contract details.

Investigate the client's project reports and proceed to negotiate the levying of any penalties.

Inform the project director of the change and complete the project so as to not incur any penalties.

Request for the recall of the project director to investigate the situation and negotiate potential penalties.

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