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Free PMP Exam Braindumps
Project Management Professional Questions 441–445 (page: 90)

Updated On: 10-Feb-2026
Page 90 of 285
PDF with 2195 Questions

A company starts implementing Scrum. About halfway through the first sprint, communication issues develop. Some project team members are not in sync with other team members.
What is the cause for this communication gap?

  1. The project sprint board has not been updated
  2. Daily standup meetings were not held or enforced
  3. The project status dashboard has not been updated
  4. The communications management plan has not been developed

Answer(s): B



During the course of a project, the project manager's immediate director is communicating directly with the client to approve changes without the project manager's knowledge. This is causing confusion in the project team where the scope is changing in the background, but only being mentioned in project meetings.
How should the project manager handle this?

  1. Communicate directly with the director and inform them of the communications management plan
  2. Communicate directly with the client stating that any scope changes must go through the project manager
  3. Review the stakeholder engagement plan and put in place any existing actions accordingly
  4. Discuss the issues with the project team and let them know that the project manager will handle scope changes

Answer(s): A



A project sponsor commonly asks the project manager to skip project retrospectives due to time constraints. However, the project manager persists in running this critical ceremony by reducing the time for preparation and for discussion.
What are two issues that these actions by the project manager could cause? (Choose two.)

  1. A lot of discussions that yield no results or possibly too many results
  2. A lack of direction and motivation for the team in the workshop
  3. Lessons learned from other teams to not be considered
  4. Time management plan for the retrospective workshop to not be updated
  5. A focus on the negative and a disinterest in further improvements

Answer(s): B,E



A client is structured as a matrix organization for an agile project. The project manager is working on-site with key stakeholders from different parts of the organization.
How should the project manager handle the different stakeholders?

  1. All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders
  2. Because there are different perspectives, perform a stakeholder analysis and act based on the outcome
  3. The project manager is working on the client's premises, so follow the directions of all the key stakeholders
  4. This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization

Answer(s): B



A project manager is leading an in-house company project in its very early stages. This current project is similar to another project that ended a year ago.
What should the project manager do to analyze the involved stakeholders?

  1. Lower the priority of stakeholder engagement as the stakeholders already have knowledge of this kind of project
  2. Use lessons learned from the previous project as a guide for the current project's stakeholder register
  3. Refer to the stakeholder register from the previous project as it was similar to the current project
  4. Document in the risk register that the current project may have different stakeholders than the previous project

Answer(s): B



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