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CompTIA Project+ Certification Exam Sample Questions (Q236-Q241):

NEW QUESTION # 236
A PM is meeting with the project team to identify the baseline go-live date, the operational training, and the handoff procedures. Which of the following phases is the project team performing?

A. Closing
B. Planning
C. Execution
D. Initiation

Answer: A

Explanation:
The closing phase is when the project manager and the team finalize the project, deliver the outcomes to the customer, obtain formal acceptance, conduct lessons learned, and hand over the project to the operations team. Identifying the baseline go-live date, the operational training, and the handoff procedures are part of the closing activities that ensure a smooth transition and closure of the project. Reference = CompTIA Project+ Study Guide: Exam PK0-005, 3rd Edition, Chapter 14: Closing Projects, p. 333-334.

NEW QUESTION # 237
A project manager prefers to have immediate contact with team members because it allows for faster response times and more interactive discussions. Which of the following communication methods should the project manager use?

A. Formal
B. Synchronous
C. Asynchronous
D. Informal

Answer: B

Explanation:
The project manager should use synchronous communication methods if they prefer to have immediate contact with team members. Synchronous communication is a type of communication that occurs in real time and allows for faster response times and more interactive discussions. Examples of synchronous communication methods include phone calls, video conferences, instant messaging, and face-to-face meetings. Synchronous communication can help to build rapport, clarify doubts, and resolve issues quickly among team members.
Synchronous communication should be used when the project manager prefers to have immediate contact with team members. Synchronous communication allows for real-time interaction and feedback, enabling faster response times and more interactive discussions. References: CompTIA Project+ Study Guide Section 3.1.3

NEW QUESTION # 238
While in the closing phase of a project, the project manager gathers feedback from stakeholders. Which of the
following best describes a benefit of this feedback?

A. It identifies the stakeholders' real opinions about the project.
B. It highlights the performance issues of the project manager and team members.
C. It helps the project manager create a more structured lessons-learned session.
D. It lets the project manager know which stakeholders are allies for future projects.

Answer: C

Explanation:
Gathering feedback from stakeholders in the closing phase of a project is a valuable activity that can help the
project manager create a more structured lessons-learned session. A lessons-learned session is a meeting where
the project team and stakeholders review the project outcomes, successes, failures, and best practices, and
document the lessons learned for future reference and improvement. Feedback from stakeholders can provide
useful insights, perspectives, and suggestions on how the project was managed, what went well, what went
wrong, and what can be done better next time. Feedback from stakeholders can also help the project manager
identify the gaps, issues, and risks that occurred during the project, and how they were resolved or mitigated.
By collecting and analyzing feedback from stakeholders, the project manager can create a more
comprehensive and structured lessons-learned report that can benefit the organization and the project
management profession12.
The other options are not the best descriptions of the benefit of feedback from stakeholders. While feedback
from stakeholders may highlight the performance issues of the project manager and team members (option A),
or identify the stakeholders' real opinions about the project (option D), these are not the primary purposes or
benefits of feedback. Feedback from stakeholders is not meant to evaluate or judge the project manager or
team members, but to learn from the project experience and improve the project management processes and
practices. Similarly, feedback from stakeholders is not meant to reveal their personal feelings or preferences
about the project, but to assess the project results and deliverables against the project objectives and
requirements. Feedback from stakeholders may also let the project manager know which stakeholders are
allies for future projects (option B), but this is not a direct or significant benefit of feedback. Feedback from
stakeholders is not intended to build or maintain relationships with stakeholders, but to solicit their input and
feedback on the project performance and outcomes. While having allies among stakeholders may be helpful
for future projects, this is not the main goal or benefit of feedback from stakeholders1

NEW QUESTION # 239
A PM is working on the preliminary scope statement and identifies that this project has the same approach as another project that was completed last year. Which of the following actions would the PM most likely perform?

A. Ask the project sponsor to provide previous final project report results.
B. Use existing artifacts and accommodate based on the current project success criteria.
C. Call the previous PM for advice on risks and issues.
D. Complete the project charter using the other PM's subject matter expertise.

Answer: B

Explanation:
This answer is based on the best practice of using historical information and lessons learned from previous projects to improve the planning and execution of current projects12. By using existing artifacts, such as scope statements, project plans, risk registers, and change logs, the PM can leverage the knowledge and experience of the previous PM and avoid repeating the same mistakes or oversights. However, the PM should also accommodate the artifacts based on the current project success criteria, which may differ from the previous project in terms of scope, schedule, budget, quality, or stakeholder expectations34. The PM should not rely solely on the previous PM's advice, the project sponsor's report, or the project charter, as these sources may not provide enough detail or accuracy for the current project's scope statement. References = CompTIA Project+ Certification Study Guide5, CompTIA Project+ Certification Exam Objectives6, How to Use Historical Information in Project Management1, How to Use Lessons Learned to Improve Project Management2, How to Define Project Success Criteria3, How to Use Existing Artifacts in Project Management4

NEW QUESTION # 240
As a part of a project, structured cabling activities have been outsourced to another company. The agreement is
that work will take six weeks to complete and will be performed at different locations. Which of the following
should the project manager do? (Select two).

A. Negotiate with the vendors.
B. Purchase the materials.
C. Monitor the performance.
D. Assign the resources.
E. Accept delays in the work.
F. Approve the deliverables.

Answer: C,F

Explanation:
The project manager should approve the deliverables and monitor the performance of the outsourced
structured cabling activities. These are the responsibilities of the project manager when dealing with external
vendors or contractors, as they ensure that the quality standards, scope, schedule, and budget are met
according to the contract terms and the project plan. The project manager should also communicate regularly
with the vendor and provide feedback and guidance as needed. The other options are not correct because:
Purchasing the materials is not the responsibility of the project manager, but the vendor who is
performing the structured cabling activities. The project manager should only verify that the materials
are suitable and available for the project.
Assigning the resources is not the responsibility of the project manager, but the vendor who is
performing the structured cabling activities. The project manager should only ensure that the vendor has
the adequate and qualified resources to complete the work.
Accepting delays in the work is not a good practice for the project manager, as it can negatively affect
the project schedule, scope, and quality. The project manager should proactively identify and manage
the risks and issues that may cause delays, and implement contingency plans or corrective actions if
necessary.
Negotiating with the vendors is not a task that the project manager should do during the execution of the
structured cabling activities, as it should have been done during the planning and procurement phases of
the project. The project manager should only adhere to the contract terms and conditions that have been
agreed upon with the vendor, and only renegotiate if there are significant changes or disputes that
require it. References = CompTIA Project+ Study Guide: Exam PK0-005, 3rd Edition, Chapter 8:
Planning Projects, Part 4 (Procurement and Communication), pages 243-260; CompTIA Project+
Certification Exam Objectives, Domain 2: Project Planning, Objective 2.5: Given a scenario, plan
procurement for a project; Domain 3: Project Execution, Objective 3.2: Given a scenario, execute and
monitor project tasks using traditional methodologies.

NEW QUESTION # 241
......

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