PMP Certification PMI EXAM And Standard
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SECTION 1: PEOPLE DOMAIN
Team Leadership and Conflict Management
1. A project manager notices that two senior team members have stopped
collaborating on a critical integration task. Each has begun documenting their
work separately and avoiding joint meetings. The project is halfway through
execution and the integration deadline is in three weeks. What should the project
manager do FIRST?
A) Escalate the conflict to both functional managers and request replacement team
members
B) Facilitate a private conversation with each team member to understand the root
cause, then bring them together to resolve the issue
C) Reassign the integration work to a different team to eliminate the conflict
D) Document the conflict in the issue log and monitor for further escalation
Answer: B
PMI emphasizes servant leadership and facilitation. The project manager's first
responsibility is to understand the conflict before taking action. Escalating to functional
managers or reassigning work skips the direct resolution step and may damage team
trust. Documenting without action is passive and unlikely to resolve the issue.
,2. An agile team's velocity has dropped sharply during the third sprint. The
Product Owner asks the project manager to add two developers immediately to
recover the release date. What is the BEST response?
A) Add the developers immediately to protect the release date
B) Extend the sprint length to accommodate the remaining work
C) Facilitate a retrospective to understand the cause before changing the team
composition
D) Raise a risk in the risk register and inform the sponsor
Answer: C
Adding people mid-sprint typically slows the team further (Brooks's Law), and sprint length
should remain fixed. The retrospective is the built-in agile mechanism for diagnosing and
addressing performance issues. Raising a risk without diagnosis does not solve the
problem.
3. A project manager is leading a distributed team across three time zones. One
team member consistently misses scheduled meetings and delivers late, but their
technical output is high quality. Other team members have begun complaining.
What should the project manager do FIRST?
A) Issue a formal performance improvement plan
B) Schedule a one-on-one conversation to understand the team member's challenges
and explore solutions
C) Remove the team member from the project to preserve team morale
D) Adjust all meeting times to accommodate the team member's time zone
Answer: B
PMI promotes empathy and understanding before punitive action. A private conversation
allows the PM to diagnose whether the issue is workload, time zone, personal
circumstances, or disengagement. Formal action or removal without understanding the
root cause is premature.
,4. During a project's storming phase, team members openly disagree about the
technical approach. The project manager is tempted to step back and let the team
resolve it. What is the MOST appropriate action?
A) Step back completely and allow the team to self-organize
B) Suppress the conflict to maintain harmony and keep the project on schedule
C) Facilitate the conflict by ensuring all perspectives are heard and guiding the team
toward consensus
D) Escalate the disagreement to the sponsor for a decision
Answer: C
Storming is a normal and necessary phase of team development. The project manager
should facilitate rather than suppress or avoid. Stepping back entirely during storming can
allow conflict to become dysfunctional. Escalation to the sponsor is unnecessary for a
technical disagreement.
5. A project manager inherits a team where roles and responsibilities are unclear.
Team members frequently duplicate work and blame each other for gaps. What
should the project manager do FIRST?
A) Create a RACI chart and distribute it to the team
B) Conduct a team-building exercise to improve relationships
C) Schedule a meeting to clarify roles, responsibilities, and expectations collaboratively
D) Escalate the issue to the PMO for role definitions
Answer: C
Collaboratively clarifying roles ensures buy-in and surfaces misunderstandings. While a
RACI chart is a useful tool, the FIRST step is to engage the team in the conversation.
Team-building without addressing the structural issue is premature.
Stakeholder Engagement
, 6. Two weeks into execution on a facilities project, a senior stakeholder emails the
technical lead directly and requests a small design change, promising it will not
affect the schedule. The technical lead begins work on it. What should the project
manager do FIRST?
A) Escalate the stakeholder's behavior to the sponsor
B) Ask the technical lead to stop and submit the request through the change control
process
C) Update the schedule to reflect the additional work
D) Approve the change since the impact is minor
Answer: B
Any change to an approved deliverable must go through change control, regardless of size
or who requested it. Escalating first skips the process. Updating the schedule accepts an
unapproved change. The project manager cannot unilaterally approve changes outside
governance.
7. A project manager discovers that a key stakeholder has been expressing
concerns about the project to other executives without informing the project
team. What should the project manager do FIRST?
A) Confront the stakeholder in the next steering committee meeting
B) Schedule a private meeting with the stakeholder to understand their concerns
C) Document the stakeholder's behavior in the issue log
D) Ask the sponsor to intervene and manage the stakeholder
Answer: B
Understanding the stakeholder's concerns is the first step. The PM should seek to
understand before taking action. Confrontation, documentation without engagement, or
immediate escalation may worsen the relationship.
8. During a project status meeting, a stakeholder raises a concern that was
previously addressed and documented. Other stakeholders become confused.
What should the project manager do?
for PMP Exam Review UP-TO-DATE
QUESTIONS AND 100% ACCURATE
SOLUTIONS | VERIFIED ANSWERS - INSTANT
PDF DOWNLOAD
SECTION 1: PEOPLE DOMAIN
Team Leadership and Conflict Management
1. A project manager notices that two senior team members have stopped
collaborating on a critical integration task. Each has begun documenting their
work separately and avoiding joint meetings. The project is halfway through
execution and the integration deadline is in three weeks. What should the project
manager do FIRST?
A) Escalate the conflict to both functional managers and request replacement team
members
B) Facilitate a private conversation with each team member to understand the root
cause, then bring them together to resolve the issue
C) Reassign the integration work to a different team to eliminate the conflict
D) Document the conflict in the issue log and monitor for further escalation
Answer: B
PMI emphasizes servant leadership and facilitation. The project manager's first
responsibility is to understand the conflict before taking action. Escalating to functional
managers or reassigning work skips the direct resolution step and may damage team
trust. Documenting without action is passive and unlikely to resolve the issue.
,2. An agile team's velocity has dropped sharply during the third sprint. The
Product Owner asks the project manager to add two developers immediately to
recover the release date. What is the BEST response?
A) Add the developers immediately to protect the release date
B) Extend the sprint length to accommodate the remaining work
C) Facilitate a retrospective to understand the cause before changing the team
composition
D) Raise a risk in the risk register and inform the sponsor
Answer: C
Adding people mid-sprint typically slows the team further (Brooks's Law), and sprint length
should remain fixed. The retrospective is the built-in agile mechanism for diagnosing and
addressing performance issues. Raising a risk without diagnosis does not solve the
problem.
3. A project manager is leading a distributed team across three time zones. One
team member consistently misses scheduled meetings and delivers late, but their
technical output is high quality. Other team members have begun complaining.
What should the project manager do FIRST?
A) Issue a formal performance improvement plan
B) Schedule a one-on-one conversation to understand the team member's challenges
and explore solutions
C) Remove the team member from the project to preserve team morale
D) Adjust all meeting times to accommodate the team member's time zone
Answer: B
PMI promotes empathy and understanding before punitive action. A private conversation
allows the PM to diagnose whether the issue is workload, time zone, personal
circumstances, or disengagement. Formal action or removal without understanding the
root cause is premature.
,4. During a project's storming phase, team members openly disagree about the
technical approach. The project manager is tempted to step back and let the team
resolve it. What is the MOST appropriate action?
A) Step back completely and allow the team to self-organize
B) Suppress the conflict to maintain harmony and keep the project on schedule
C) Facilitate the conflict by ensuring all perspectives are heard and guiding the team
toward consensus
D) Escalate the disagreement to the sponsor for a decision
Answer: C
Storming is a normal and necessary phase of team development. The project manager
should facilitate rather than suppress or avoid. Stepping back entirely during storming can
allow conflict to become dysfunctional. Escalation to the sponsor is unnecessary for a
technical disagreement.
5. A project manager inherits a team where roles and responsibilities are unclear.
Team members frequently duplicate work and blame each other for gaps. What
should the project manager do FIRST?
A) Create a RACI chart and distribute it to the team
B) Conduct a team-building exercise to improve relationships
C) Schedule a meeting to clarify roles, responsibilities, and expectations collaboratively
D) Escalate the issue to the PMO for role definitions
Answer: C
Collaboratively clarifying roles ensures buy-in and surfaces misunderstandings. While a
RACI chart is a useful tool, the FIRST step is to engage the team in the conversation.
Team-building without addressing the structural issue is premature.
Stakeholder Engagement
, 6. Two weeks into execution on a facilities project, a senior stakeholder emails the
technical lead directly and requests a small design change, promising it will not
affect the schedule. The technical lead begins work on it. What should the project
manager do FIRST?
A) Escalate the stakeholder's behavior to the sponsor
B) Ask the technical lead to stop and submit the request through the change control
process
C) Update the schedule to reflect the additional work
D) Approve the change since the impact is minor
Answer: B
Any change to an approved deliverable must go through change control, regardless of size
or who requested it. Escalating first skips the process. Updating the schedule accepts an
unapproved change. The project manager cannot unilaterally approve changes outside
governance.
7. A project manager discovers that a key stakeholder has been expressing
concerns about the project to other executives without informing the project
team. What should the project manager do FIRST?
A) Confront the stakeholder in the next steering committee meeting
B) Schedule a private meeting with the stakeholder to understand their concerns
C) Document the stakeholder's behavior in the issue log
D) Ask the sponsor to intervene and manage the stakeholder
Answer: B
Understanding the stakeholder's concerns is the first step. The PM should seek to
understand before taking action. Confrontation, documentation without engagement, or
immediate escalation may worsen the relationship.
8. During a project status meeting, a stakeholder raises a concern that was
previously addressed and documented. Other stakeholders become confused.
What should the project manager do?
