A project manager leads a software development project in a hybrid environment. During project planning, the project manager identified a risk where a technical resource for a critical path item may not be available when needed. One week before the resource is needed, the technical engineer had a personal emergency and had to take a leave.
What should the project manager do next? Consult the risk register for an appropriate planned risk response and implement. Revise the project management plan and move the task to a time when the technical resource will be available. Review the business requirement with stakeholders and exclude the task assigned to the technical resource. Update the lessons learned report and the risk log to reflect that this risk has materialized.
A team has just adopted an agile approach. During daily standup meetings, the team expressed concerns about task delays. The project leader worked with the product owner to get clarity on the features. The project leader asked the team to fast-track all product features to ensure delivery. Sprints are being completed but with either fewer features or low quality.
What should the project leader have done to ensure success? Asked the team to create an impediment log and keep it updated for use in the next sprint planning Directed teams to possible solutions that help in removing the impediments and contribute to a timely delivery Suggested to the team to add impediments as work items in the product backlog to be fixed in the next sprints Empowered the team to improve their processes, tools, and interactions to be more effective in delivery and removing impediments.
A team is delivering features to a customer at every iteration. After completing each iteration, the customer is invited for a review. However, the customer is frequently not available and the review is often delayed, which results in increased rework for the team.
What should the project manager do? Include the customer in daily project activities to gain the required guidance Plan ahead and define the best way to review the deliverables with the customer Request the customer to clarify all requirements at the start of each iteration Ask the customer to review the deliverables in each iteration based on their availability.
A project manager is part of a team that is launching a series of features to comply with a new regulation. The team has only 6 weeks to release the features to the legacy applications. During the standup meeting, a software engineer indicated that the development of an important feature is on hold until the assigned designer completes a specific task. This delay is a serious road block to meeting the release date.
What should the project manager do? Meet with the design team manager to inform them of the current status and request an additional designer Ask the software engineer to move forward without completing the important feature Contact the design team manager and ask to reconsider the priority list based on the latest situation Meet with the designer to share the current status and develop a solution to complete the task.
A project manager is working with a customer's team on a new project. Some product definitions and requirements are still not clear, but the customer wants to start activities as soon as possible. The organization is also expecting product delivery for a specific date due to a regulatory requirement. Due to the nature of the project, the project manager has decided to use a hybrid approach.
Why did the project manager choose a hybrid approach? A hybrid approach will enable project activities to start immediately and allow for a plan for the requirements definitions A hybrid approach will allow the project manager to revise the product specifications A hybrid approach will allow for management of the requirement uncertainties as well as the date restriction A hybrid approach will ensure the delivery date is accomplished and will eliminate product uncertainties.
A project team has expressed concern that certain remote team members are not able to collaborate with the larger project team due to their work schedule. The project manager is confused since the entire team is located in the same time zone and believes there are other factors at play.
What should the project manager do next? Implement new options Examine the team's virtual needs Rectify ground rule violations Review performance formally.
A company is implementing a project with team members located in different countries and time zones. Individual performance is satisfactory, but the team's performance as a whole is low, especially in terms of group activities.
What should the project manager do? Review and reassign team assignments Facilitate communication and team building Negotiate for new team members Review and update the communications management plan.
During the third iteration of a project, the product owner requests another mandatory feature. This also happened in the previous two sprints, which resulted in failure and caused frustration within the team.
What should the project manager do next? Request the scrum team to prioritize the product backlog Ask the product owner to prioritize the backlog with the project team Call for an internal meeting to discuss the changes and their value Incorporate the changes in the last sprint before the first release.
Five agile teams working together on a product recently performed release planning. Midway through the project, each team showed that their progress was on track. When all of the teams integrated at the product level, many integration issues were observed. The overall product release progress declined with predictions showing the committed content will not be able to be accomplished.
What should the project manager have done differently? Performed a Scrum of Scrums on a regular basis to help the teams remove impediments Formed a separate quality assurance team to test all items coming from each team at the end of each sprint Arranged an online session on the integration concept and suggested tools to the teams Ensured frequent and continuous integration of work to obtain early feedback and continuous learning.
A project team member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented.
What should the project manager do? Ask the team member to learn the new system as on-the-job training. Issue a change request to extend the project schedule. Escalate the team member's performance to the project sponsor. Assign an experienced resource to support the team member.
A project team consisting of four team members will be rolling out a company-wide application to both staff and contractors in a country. To deliver within strict the time lines, a local company skilled in application deployment and change management will need to be contracted.
What should the project manager do to empower the local company? Manage expectations and agree on the requirements that the contractor will deliver under the supervision of the project manager Begin to roll out the application by micromanaging the contractor Set expectations and agree on the requirements that the contractor will deliver with periodic progress reports Deploy the contractor's staff under the supervision of the project manager.
A project manager is managing a construction project that is facing challenges. There is schedule overrun, cost overrun, and the client is unhappy with the specific scope progress.
What should the project manager do first? Review the scope and project objectives. Enforce the penalty clause on the supplier. Take action to reduce the cost overrun. Work with the client on the scope completion.
In a geographically distributed project team, the project team members continue to email status reports and update schedules after their weekly meeting discussions. However, the team is having difficulty tracking the changes and progress made.
What should the project manager do? Facilitate training on version control and project artifacts. Maintain separate document control via regions to avoid discrepancies. Maintain a central repository of artifacts with a version control system. Develop a document management software for version control.
A project manager has been assigned to a project where collaboration with the business is a critical key factor. The project manager is not sure about which approach to use. A senior project manager has been assigned to help the project manager.
What advice should the senior project manager provide? Work with the project manager to develop a new approach that will bring benefits to the project Suggest using an agile approach since customer and team collaboration is critical for project success Establish a project management methodology that requires the customer to provide daily updates to the team Provide a project management template for the project manager to follow as a guide.
A project manager is managing a large project. A stakeholder has just discovered a new risk that has not been identified in earlier stages.
What should the project manager do? Confirm to the stakeholder that the risk register has been completed and validated by all stakeholders Perform a risk analysis directly with the stakeholder who raised the risk and update the risk register Communicate the risk to the steering committee and request a mitigation plan from senior management Add the risk to the risk register and reevaluate the register with help from the project team and stakeholders.
A Scrum team is analyzing the burndown chart on day four of a 15-day sprint. The burndown chart is shown below.
What should the team do next?
Ask the product owner if some low-priority stories could be cut from the sprint Continue with the sprint as the progress shows buffers for potential interruptions Ask the project team to select any additional stories as they have additional capacity than planned Continue with the sprint work as planned and keep monitoring.
A project manager is closing a project and preparing to hand it over to the operations team. During handover, a delayed invoice was submitted with a higher-than- planned cost against the project work. Consequently, project handover was delayed and the project's reported completion costs were increased.
What should the project manager have done to avoid this situation? Notified all vendors about the invoicing and nonpayment deadlines Reviewed the total committed cost against the cost invoiced at project closing Involved the finance team and discussed the issue with the vendor Captured and reviewed all of the project work and related costs regularly.
A project manager is assigned to a critical software development project. The team is using a hybrid approach and has divided development into four sprints. At the end of sprint three, the project manager discovers that the earned value (EV) is US$500,000 and the planned value (PV) is US$550,000.
What should the project manager do? Fast track the project Adjust the budget Introduce a float Adjust the project time line.
A project manager is working with a co-located agile project team that has worked together long enough to be in the performing phase of team development. An unforeseen event has caused the team to be dispersed and they are now unable to co-locate.
What should the project manager do to keep the team performing as effectively as possible? Ask the project sponsor and executive stakeholders to encourage the team to maintain their performance Provide the team with virtual collaboration software and training on the software to minimize disruption Transition the team from an agile approach to a predictive approach for better performance control Evaluate project performance and step in if performance decreases to an unacceptable level.
A project manager is reviewing the requirements of a large program.
Which requirements should the project team prioritize to avoid getting fines? Certifying sustainable products Establishing company processes Complying with new regulations Developing new product lines.
During the lessons learned workshop, one stakeholder mentioned that the project was unsuccessful as it did not deliver the expected business value.
What should the project manager do to address this concern? Review the project management plan tasks with the stakeholders. Review the business benefits realization plan with the stakeholders. Review the project management plan budget with the stakeholders. Review the communications management plan with the stakeholders.
There is a conflict on an agile project about following organizational processes, many of which do not add any value to the project.
To resolve this, which one of the following should be regarded with the highest priority? Needs of the organization Needs of the customer Needs of the agile lead Needs of the project manage.
A project team is using one of the visual management tools to identify dependencies. It was identified that domain knowledge from one team needs to be shared with another team to ensure the continuity of deliverables.
What should the project manager do? Remove the dependency to eliminate the need for knowledge sharing. Redistribute the team members so knowledge is available in both teams. Merge both teams into one team so the knowledge is commonly available. Request the respective teams to plan for knowledge-sharing sessions.
A team member who is working on a critical project deliverable reported that their computer is not working. The IT department says that due to a high workload, they will not be able to provide assistance for 1 week.
How should the project manager address this situation? Use project reserves to buy new equipment to avoid an impact to the critical path of the project Schedule a meeting with the project sponsor to request a budget to buy or rent a new computer Explore options with the IT department to expedite the necessary repairs based on criticality of the project Ask the team member to find an innovative solution or workaround to overcome the issue and avoid project delays.
A project manager is leading a team of diverse individuals of all ages. The working hours for the project were set at the beginning of the project, and all team members agreed to the hours. However, later in the project, one of the team members informed the project manager that the previously agreed upon hours no longer work due to the team member's personal commitments.
What should the project manager do? Changed the duration of iterations to deliver more value Validated the iteration goals with the customer Invited the customer to the daily meetings Helped the team redefine the MVP.
A project manager works in a hierarchical organization. The project team members are used to being told what to do, and the performance reviews include the percentage of completion of the allocated tasks. After a conversation with the sponsor, the project manager realizes that they need to reassign a couple of tasks to meet the next milestone. This change can be perceived as poor performance by the current assignees.
What should the project manager do? Organize a team meeting and inform the team members that, as the person accountable for delivery, they decided to change the task allocation Ask the more experienced team member privately to take the task and inform the other team members that work has been reassigned Ask the less experienced team member privately to stop working on the task and inform another team member that the work has been reassigned Organize a team meeting to inform team members about a change in direction and work with them to change the task allocation.
A project manager has just been hired to lead a project team in a hybrid environment. The team is working on a group of critical projects.
What should the project manager do to ensure the right environment and authority are in place to effectively deliver the projects? Create a project steering committee aligned with existing organizational structures. Develop a detailed project management plan to share with project resources. Develop a detailed risk log and share it with all of the project stakeholders. Appoint a self-organizing project team that is not influenced by organizational factors.
A building management system (BMS) project is in its commissioning phase and handover to the operations team will commence soon. However, the project manager noted that both the project and operation teams are not able to properly operate the BMS. As a result, there is an increased risk of the project schedule being delayed.
What should the project manager have done to avoid this situation? Brought both teams together in a joint meeting to resolve the issue Made some adjustments to BMS to be more suitable for the teams Allocated a dedicated handover team at early stages of the project Allocated proper resources for training on BMS in the project plan.
A team working on a close deployment waits to receive critical information from the customer. The customer keeps postponing sending the information which is delaying the deployment.
What should the project manager have done to prevent the delay? Obtained all critical information ahead of time Involved the customer in the deployment process Used the sample data already in place Involved upper management in the process.
A project manager is assigned to a new project that will launch the digital version of a current product. Even though the product is well known, the vision for its digital version is not clear to the stakeholders.
What should the project manager do to increase value delivery? Gather the team to create a comprehensive product roadmap but only commit to requirements for the next quarter Create a visual task board with all of the relevant stakeholders to support backlog prioritization Work with the team on the definition of a minimum viable product (MVP) and present it to the stakeholders Use spikes to dig deeper into the technical challenges of the new product, thus reducing the technical risk.
A project manager is managing an internal project that was poorly defined. Recently, the project manager received several change requests raised by the organization's upper management.
What should the project manager do first? Assess the time overrun, and start implementation to avoid additional delays Motivate the team to avoid the frustration of working on a prolonged project Request a provisional budget increase to avoid any budget overruns Review the benefits of the proposed changes in relation to the business case.
A project's customer is furious. When the customer arrived at the project site, they discovered that one of their requirements was not met.
What should the project manager do? Discuss and agree with the customer to implement the missing requirement Refer to the requirements traceability matrix and analyze the requirement Consult the scope management plan with the customer to understand the gap Analyze the benefits management plan and implement the needed change.
A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements.
What should the project manager do? Request additional budget because additional features are being added Ask the product owner to add the additional features to the requirements Encourage the team to continue, as this will eventually help the customer Ask the team to focus on and deliver only the agreed-upon features.
A new law was published about zoning permits for telecom towers. This may cause cost and schedule overruns for the new network rollout.
What should the project manager do? Meet the sponsor to ask for additional time and budget increase Minimize the scope to catch the cost and schedule baseline Update the project plan because the law is an obligation for the project Assess and prioritize the impact of the new law on the project plan.
A controller proposed a budget reduction for projects because the majority of implemented solutions resulted in little returns on investment (ROI) or operational improvements. The project manager objected and presented project assets showing all solutions having been demonstrated, accepted, and delivered within the relevant framework constraints. The project manager suggested that the issues may stem from the project evaluation and selection processes.
What was the project manager demonstrating? Multiple stages of development that members may go through toward working formations Cause-and-effect identification in root cause analysis toward achieving project value Strategic negotiation techniques in determining budget priorities in future sessions Risk management in addressing impediments, obstacles, and blockers to project success.
Eight highly qualified experts have been assembled to work for a 6-month period on a specific aspect of an organization's product development process.
How should the project manager support this team to succeed? Define roles and targets for all team members and regularly follow up with one-to-one meetings to review progress. Hand over control of specific aspects of their roles as experts and let them agree on their own timelines and targets. Work with the team members to define the overall objective and support them to engage around the goal. Bring in a senior colleague who is also an expert to ensure the team is on track to achieve the goals and objectives.
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager's invitation to join the new project.
What is the most likely reason for the engineer's refusal to work on the project? The project manager did not follow the normal hiring process with the engineer's functional manager The engineer has "project burnout" from working long hours and solving difficult problems The engineer did not feel welcome or enjoy working with the other project team members The project manager did not sufficiently support and recognize the engineer's professional growth.
During the execution of a project, a company decides that everybody will need to take vacation time before the end of the year. This may cause a change in the project time line.
How should the project manager address the situation? Agree with functional management and team members on a vacation schedule that would minimally impact the project schedule Submit a formal request to senior management asking them not to proceed with this decision based on the impact it will have on the project Push out the project timeline according to the vacation plan in place based on the recent company policy Discuss the vacation plan and include scheduling changes in the change log database.
A project manager identifies an issue between two team members that is affecting the development of one of the deliverables during the second iteration of a project.
How should the project manager address this issue to avoid any impact to the project? Send a warning to both team members indicating that if the issue continues, both will be removed from the project Escalate both team members to their respective functional managers and let them take the appropriate actions Contact the functional managers to request substitutes for the conflicting team members Schedule a meeting with both team members to understand the issue and facilitate a solution that satisfies both parties.
A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.
What should the project manager do? Discuss with the customer the risks identified and team's concerns Discuss with the team, estimate the effort, and raise a change request Ask the customer to go live and add the new functionality in the backlog Ask the team to deliver the functionality on the agreed go-live date.
A state-of-the-art product was delivered at the end of a project life cycle. However, the customer claims the product was not designed to specifications.
What should the project manager have done to avoid this issue? The customer's requirements should have been captured and modified to meet the supplier's standards. The iteration review planning meeting should have been planned accordingly. The customer's requirements should have been captured in order to meet the customer's standards. The sprint retrospective meeting should have included necessary stakeholders.
A project manager has been asked for performance feedback regarding one of the team members. The project manager would like to gather additional input from the project team because there are no metrics in place for evaluating employee performance.
What should the project manager do next? Identify levels of decision-making authority Evaluate demonstrated task accountability Determine the appropriate approach Analyze team member influence.
A new major road project is starting, and the contractor has contractually committed to submitting regular status reports and participating in integration meetings.
Halfway through the project life cycle, the contractor stops participating in meetings and submitting reports, stating these items consume too much time.
What should the project manager do first? Assess the risk of the contractor not attending meetings and submitting reports for the rest of the project and escalate it to the project sponsor Remind the contractor that they committed to attending meetings and submitting reports per the contract Submit a claim for not fulfilling the contract terms and handle the claim in accordance with the alternative dispute resolution Speak with the company's lawyer and request that they demand the contractor fulfill their contractual commitments.
While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere.
What should the project manager do to ensure a smooth delivery of the product? Involve the client in risk identification Agree with the client on a new project charter Involve the client in a performance gap analysis Agree with the client on acceptance criteria.
A project manager has been given a critical, 5-day window and is allocated a maximum of US$100,000 as a contingency reserve. Subsequently, the project manager drafted a course of action based upon the best available information. Overall, five actions were required to be completed at a cost of US$20,000 and a duration of 1 day each. After 3 days of work, the project manager completed two actions and spent US$80,000.
What should the project manager do next? Complete all actions and then inform the client of the additional cost and schedule overrun needed to complete the project Stop the work and raise a project change request to the change control board (CCB) for additional funds and a project schedule extension As the CPI and SPI are greater than 1.0, reevaluate and prioritize the remaining actions As the cost performance index (CPI) and schedule performance index (SPI) are less than 1.0, reevaluate and prioritize the remaining actions.
A project manager wants to make sure that similar projects in the future use the project's performance data as a reference. However, the project manager is not sure how to accomplish this.
What should the project manager do? Keep project artifacts up-to-date and accessible to all stakeholders Share project documentation in a repository with exclusive access Schedule weekly knowledge-sharing sessions with key stakeholders Send periodic emails to senior management with the latest project updates.
During a system demo, a project stakeholder rejects the features completed from the most recent user stories. According to the stakeholder, the product does not meet the quality standards required by regulations.
What should the project manager have done to avoid this? Ensured that the project sponsor understood the scope of the project to avoid any future complaints Ensured the stakeholder concerns were properly addressed in the iteration to avoid future setbacks Reviewed with the product owner that all acceptance criteria were met for the stories worked on in the iteration Reviewed with the product owner that all the stories worked on in the iteration were in the project backlog.
A project is 70% complete when the project sponsor requests an additional deliverable.
What should the project manager do first? Negotiate with the project sponsor on the possible alternatives Determine the possible impact of this change on all aspects of the project Reject the request as being too late and leading to major scope creep Submit the request to the change control board (CCB) for a decision.
A company initiated a departmental transformation project improving the processes for the organization using a predictive approach. This is a critical project for the organization and, in the middle of the project, the project manager noticed that one of the deliverables cannot be produced due to a missing technical skill.
What should the project manager have done to avoid this? Asked the sponsor to identify all required skills during the planning of the project Identified all required skills after the kick-off of the project Planned all required training for the team during the onboarding process Identified all required skills during the planning of the project.
A project manager is beginning a new project with very diverse team members. The project manager chose to use consensus building so the team can agree on and be engaged in how the project will be executed.
How should the project manager proceed? Create an environment where the agreement is reached by a majority vote Create an environment where the agreement is reached through discussion Establish recurring brainstorming sessions to discuss project issues Allow team members to contribute ideas in a stream-of-consciousness mode.
A project manager for a software technology project works in a matrixed organization with virtual teams. Unfortunately, the functional manager informs the project manager that there may not be any resources available to test the software.
What should the project manager do next? Request a teleconference meeting with the sponsor to submit a change request to allow the development team to conduct testing Engage with the functional manager to discuss details to obtain the required support Discuss testing requirements at the weekly project meeting to negotiate the best approach to test software Send an email to the procurement specialist to negotiate with a company that specializes in software testing.
A project manager is leading a team of diverse individuals of all ages. The working hours for the project were set at the beginning of the project, and all team members agreed to the hours. However, later in the project, one of the team members informed the project manager that the previously agreed upon hours no longer work due to the team member's personal commitments.
What should the project manager do? Discuss the lack of dedication with the team member and their functional manager Allow the most senior team members to decide the time that works for the team Remove the team member from the project team to be fair to the other members Reassess the team's hours collaboratively so that the team is not impeded by the issue.
A company is implementing a growth strategy by constructing a new production facility, which will soon move into the operation phase. Although a governance policy was already in place, the company must comply with new financial regulations that have been recently implemented. Compliance with the regulations will cause a major change in project scope.
How should the project manager respond to this requirement? Perform an analysis to assess the Impact on the project. Proceed with the existing company governance policy. Escalate the issue to upper management and let them decide. Directly comply with the financial regulations.
A project manager has been assigned to an emergency project that must be completed within the next few weeks. The project manager realizes this will have an impact on the local community. As the work is near a school, the project manager has engaged with them to understand their needs.
How should the project manager ensure the work continues smoothly? Postpone the required work on the project until school holidays begin Continue the work as planned and inform the school when the project team arrives on-site Advise the school to close for the duration of the project work Liaise with the school to include nonworking project hours during school start and finish times.
It is late at night on a weekend when a team member calls the project manager on the telephone. The team member is crying about the pressures of an upcoming deadline.
What should the project manager do? Review the organization's human resources (HR) policy. Empathize with the team member and discuss next steps. Ask the team member to send their concerns in writing. Schedule a meeting with the team member for the next work day.
A team is having a hard time completing work due to unclear requirements. They have not been able to complete an iteration successfully in several months.
In order to help the team, what should the project leader do? Recommend that the team reviews the length of the iteration with the stakeholders. Recommend that the product owner reviews the backlog refinement processes. Recommend limiting the work in progress to improve the team's focus. Recommend a review of the team members' individual performances.
A project manager for an agile project is concerned that the team has been losing momentum over the last iterations.
Which two tools should the project manager use to analyze team performance? (Choose two.) Burndown chart Product backlog burnup chart Cumulative flow diagram of completed features Work breakdown structure (WBS) Project schedule.
A project manager is working with the team to deliver a project in a company that uses different delivery methods. The project manager is concerned about the communication channels currently suggested by the project management office (PMO) because some information is taking too much time to reach the team members, causing negative consequences for delivery.
How should the project manager avoid this situation in the future? Agree with the project team on a suitable collaboration and make sure information is shared at all times. Use the same methods until the end of the current delivery and suggest new ones during the retrospective. Refer to the policies and frameworks used at the company enterprise level and inform the project team members. Tell the sponsor that the project manager will use their own communication model to ensure on-time delivery.
A company must implement a new regulation. The government has specified the date when the regulation will be enforced but has only provided high-level information on the regulation's requirements. Therefore, changes in definitions are to be expected due to uncertainty.
Which life cycle should the project manager use for this project? A predictive execution strategy An iterative execution strategy An agile execution strategy A hybrid execution strategy.
A project manager is managing a project that has a new sponsor who is cutting the budget.
As a servant leader, how should the project manager handle the budget cuts with the team? Notify the project sponsor that the budget reduction will require a schedule slip and scope reduction. Collaborate with the team to assess the impact of the change on the project and recommend an updated project plan. Inform each team member that they must release a portion of their budget but must remain on schedule with no change to the scope. Meet with the schedule coordinator and financial analyst to tell them which budget lines to reduce and where to release slack.
A project manager has completed an assessment of the project team's performance. Some team members have performed poorly on their assigned tasks.
What should the project manager do? Create a new standard performance measure based on project requirements Develop different approaches based on team members' motivation and ability Develop a standard approach to provide feedback to all team members Provide intensive oversight to the team members who performed poorly.
An agile team has released the second version of its product, but the feedback is that the software has many bugs that compromise the user experience.
What should the project manager do? Hire an external consultancy firm to focus on testing and quality control to avoid the issue in the future Propose an internal program that offers incentives for the team members who find and fix bugs Closely evaluate the skill set of the team, looking for technical gaps that need to be filed in order to improve quality Facilitate the next retrospective meeting, focusing the team on analyzing root causes and proposing solutions.
A key project stakeholder has started to escalate all issues and main requirements to the project sponsor. The project manager is concerned about the team not receiving direct communications from this stakeholder.
Which two actions should the project manager take to improve the relationship with the stakeholder? (Choose two.) Provide training to the team on emotional intelligence and status reporting techniques Promote an adaptive and transparent environment where the team can easily communicate with the stakeholders Share weekly status reports with detailed information about the project and team performance Submit performance reports and task assignments to keep the stakeholder informed Schedule regular meetings with the key stakeholder to provide updates and receive feedback.
A project manager is leading a multiyear project that involves internal and external stakeholders. As the project manager begins to gather requirements, additional business stakeholders express interest in being involved.
Which three actions should the project manager take to ensure proper stakeholder involvement? (Choose three.) Prioritize stakeholders based on the project phase and need Perform a stakeholder assessment to align with the project objectives Classify and rank stakeholders based on their positions in the organization Include all stakeholders in the stakeholder engagement plan and provide the same level of communication Develop a stakeholder impact/influence matrix to determine the level of engagement.
In the initiating phase of a project, the project manager and team members are prioritizing the product backlog along with the product owner.
What should the project manager do next? Produce a value-added product for the customer in each phase of the project. Produce a value-added product for the customer as continuously as possible. Produce a value-added product for the customer in the beginning of the project. Produce a value-added product along with the supporting documentation.
A project manager is overseeing a project as part of a program geared toward a major technology disruption. The team is comprised of brilliant young professionals who have worked on different projects for the organization in the past. However, the team complained that they previously experienced a lack of direction during project execution and are afraid of the same issue in this project.
Which two actions should the project manager take to ensure that this issue does not occur in this project? (Choose two.) Organize a team-bonding activity and invite an external manager to speak to the team. Set a clear vision for the project and ensure it is visible to all stakeholders. Focus on the resource management plan and track project progress. Encourage the team to do a brainstorming session and provide a mitigation plan. Keep the team engaged and focused on the project's direction. Most Voted.
Due to organizational changes, several key stakeholders are replaced by new ones in the middle of a project. As a result, numerous new requirements are raised.
What should the project manager do to ensure success of the project? Review and prioritize new requirements with stakeholders to determine which change requests are needed. Seek immediate approval to amend the project timeline and budget in order to deliver all new requirements. Escalate the issue to the project sponsor and seek support to keep the original requirements. Emphasize to the new stakeholders that new requirements are not allowed at this stage of the project.
One phase of a project took much longer than initially anticipated. The key stakeholders expressed their concern regarding a potential project delay.
What should the project manager do? Request additional contingency from the sponsor Add more float to the overall project schedule Expedite the next phase to reduce slippage Organize a root cause analysis (RCA) workshop.
An agile team is working on a project that will be launched in six countries. Each country has specific requirements in addition to the base offering. The estimates indicate it will take six months to develop the base offering and an additional month to finalize each country's unique requirements. The expected revenue for the product is the same for each country.
Which release strategy should the project manager recommend? An iterative-based strategy to maximize value by releasing the product to each country as it is finalized and ready for release in that country A financial-based strategy to reduce the roll-out effort and costs by planning a single, bundled release to all countries at the same time A risk-based strategy to maximize the perceived value of the product by launching it to the countries with the lowest technical complexity A quality-based strategy to maximize post-market adoption by releasing the product to the countries with the lowest probability of reporting field issues.
A primary stakeholder is unable to join the project status meetings consistently. The project manager has been communicating with this stakeholder informally and regularly to ensure that the stakeholder is up to date on the project. However, the project manager has recently resigned and will not be meeting with the new project manager prior to departure.
How should the project manager ensure that the new project manager continues to update this particular stakeholder? Ensure that the project team has been provided guidance on the specific needs of this stakeholder Update the stakeholder engagement plan with the specific communication needs for the stakeholder Ensure that the project documents contain specific instructions regarding the stakeholder Update the communications management plan with specific information on stakeholder engagement.
A project team is implementing an enterprise notification tool with a vendor. The project manager noticed that this vendor's developer has been reporting the same status for several weeks in a row. A few days later, the vendor communicates that the deliverable will not be completed on time due to resource constraints within their company.
What should the project manager do next? Update the risk register to reflect the delay, communicate the impact to the schedule, and escalate to management for assistance Conduct a project review with the project sponsor to explain the delay and add a developer to work with the vendor Add the delay to the issue log and work with the vendor for a resolution that will bring the schedule back on track Review the contract with the vendor to go over the financial penalty that is applicable to this situation.
A project manager for a software development company faces a number of financial risks in their project. The project manager needs to frequently check the strength and efficiency of the risk management process.
What should the project manager use to accomplish this? Brainstorming session Stakeholder register Assumption log Audit meeting.
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? Discuss the individual's behavior with the other team members to determine if they have noticed and know what is going on Attend more team meetings to observe the team more closely to determine the root cause Discuss the project manager's observations with the individual to determine why they are behaving this way Discuss their performance with the team member's functional manager as well as human resources (HR) and discuss next steps.
In a newly formed project team, one experienced team member is overwhelmed by the complexity of the tasks and is not happy with the project team.
What should the project manager do? Explain that the tasks are unavoidable and ask the team member to find a solution to overcome the challenges Set up team-building activities with the project team members to reduce tension Ask the team member to enter this potential schedule delay in the risk register Actively listen to the team member and identify ways to support their needs in completing the tasks.
A project is being delayed due to a large amount of rework caused by a quality problem that is impacting the critical path.
What should the project manager do? Report the delay with rectifying actions to the project management office (PMO). Rebaseline the project schedule to absorb the delay. Notify the project steering committee about the cause of the delay. Report the delay with rectifying actions to the change control board (CCB) for review.
An experienced project manager is managing a multi-million dollar agile project. The project manager communicates the ground rules to the team, but after 12 iterations, the project manager starts noticing that some team members are not following the ground rules.
What should the project manager do first to ensure team adherence to the ground rules? Ask the functional manager to replace team members not following the ground rules. Schedule a meeting with the project team to reinforce the ground rules. Notify the project sponsor about this behavior and ask the sponsor to take disciplinary action. Contact human resources to request a written warning letter be sent to team members not following the ground rules.
A project manager has been assigned a low-priority project that includes new team members with no previous formal project experience. The project team has requested deadline extensions for the first development increment twice already.
What should the project manager do to support the team? Provide feedback to the team using project performance evaluations. Include buffer time in the schedule to absorb future delays. Escalate the impact on the schedule to the project sponsor. Create a change request to extend the project's duration and costs.
A customer has provided excellent feedback on the project. However, a key project resource is leaving the company.
Which measure should mitigate the impact of this key resource's departure? Establish a proactive knowledge-sharing plan Offer a new contract to the resource who is leaving Develop a contingency budget to replace the key resource Update the risk register and inform the customer.
A project manager is working on an enterprise resource planning (ERP) initiative that contains stakeholders spanning numerous business lines. The project manager begins to identify, evaluate, and categorize the stakeholder relationships to the program.
What is the purpose of this process? Identify all stakeholders who can positively affect the project Identify all stakeholders who can negatively affect the project. Incorporate the needs of all stakeholders into the communications management plan Incorporate only primary stakeholders into the communications management plan.
A company just started managing a project using an agile approach. Due to this change, the general manager is worried about the scope definition process for upcoming projects.
What should the project manager do to ensure the project scope is completely defined? Meet with the general manager and convince them to return to using predictive approaches to avoid any risk Ask the general manager to review every requirement to ensure all projects will deliver the requested products Ask for a budget increase to implement a double-check process to ensure every business need is included in the requirements Help sponsors and stakeholders craft the product vision, and bring the team and product owner together to clarify expectations.
A project manager is asked to develop maintenance planning software for a power plant. A similar project was executed by another department in the organization that was later closed due to low performance. The project manager is concerned about the project's performance and wants to take action in advance to ensure the project succeeds.
What should the project manager do? Continue executing the project as planned and add more resources if they are required. Evaluate the project risk and add external experts to address the potential risks. Review the lessons learned on similar projects so that they do not fall back into the same pattern. Inform the project sponsor about the risk and try to convince them to withdraw from the project.
A newly formed project team includes team members who have been working in the company for a long time as well as team members who are new to the company. The project team members discovered that there is a gap in communication between these two groups, and they are finding it hard to collaborate with one another.
What should the project manager do? Ask the experienced members to lead the junior members to facilitate skill transfer Organize networking sessions to allow the team members to get to know one another Encourage team members to focus on delivering results with their specialized skills Ask the team to self-organize and escalate any issues to the project manager.
A project manager is working for an organization in country A and has been tasked with opening the first brick-and-mortar store in country B. The sponsor has identified the city for the store and wants to minimize any potential issues with the local government.
Which action should the project manager take to address the sponsor's request? Work with the organization's legal department to identify local regulations to ensure project compliance Work with the organization's project management office (PMO) to build a project team of residents located in the city Work with the organization's real estate department and reach out to the local government to identify the best location for the store Work with the local government to build the profiles of employees that will be working in the store.
An equipment vendor will implement a new production line for a client company. The year-long project will include 2- to 4-month long iterations; however, the client's project manager has no agile experience.
How should the project manager ensure that the client is effectively represented in the daily meetings? Recommend agile training programs that best suit the client project manager's schedule. Propose a session for essential agile knowledge transfer for the client team to align with the daily meeting goals. Realign the project to a predictive approach to ensure optimal collaboration between the teams. Provide the client project manager with agile best practice documents and web resources.
A project manager is working in a company that has several global offices. During resource planning for a new project, the project manager realizes that the company requires projects to include team members from different continents.
What should the project manager do to ensure a successful project execution? Plan for a meeting with the project sponsor to discuss the possibility of utilizing only local colleagues. Send emails with information about the project deliverables on the first day of the project. Connect with every location and check their preferred methods of communication. Invite all resources to the project manager's location to form a cohesive team until all deliverables are completed.
A business stakeholder for a project is reluctant to accept an agile approach due to a previous bad experience, and is pushing for a predictive approach.
What strategy should the project manager use to persuade the stakeholder to use an agile approach? Agree on a predictive approach, but apply agile concepts under the project management umbrella. Ensure the stakeholder that an agile approach will deliver all of the expected results in a shorter period of time. Document the request and escalate to upper management to consider a modification of the project charter. Propose a phased project approach with multiple small interactions and build trust with the stakeholder through frequent value delivery.
A project engineer in country A is complaining about the sample received from the supplier in country B because the sample is not the correct length. During a telephone conference, the supplier checked the drawings and insisted that the measurement was accurate.
What should the project manager do next? Hire a company in country B to perform a quality check before shipment Evaluate the procurement contract to determine the agreed-upon specifications Escalate the issue to the purchasing department for review Add an additional task to cut the received part according to the specifications.
A project manager has team members around the world in many different time zones. Project work frequently stalls because people in one office need to wait until another office is awake to have questions answered.
What should the project manager have done to avoid this? Ensured that the project would be the highest priority for all team members Planned and scheduled tasks and work packages to overcome geographical and time zone challenges Learned more about how each team member prefers to communicate before assigning project work Used communication tools, such as video conferencing, so different offices could communicate.
The project manager is reviewing a project's progress and notices that one of the risks has become an issue.
What should the project manager do to address the situation? Initiate a change request to obtain additional funds from the management reserve Meet with the project team and customer to brainstorm about potential solutions Schedule a high-priority meeting with the project stakeholders to discuss the issue Collaborate with the relevant stakeholders on implementing the risk response plan.
A project manager has begun a complex oil refinery project. Although the project is in the initiation phase, the sponsor keeps asking for concrete dates for the most important project milestones.
When will the project manager be able to provide the requested information? During the planning phase, when processes for scope definition and activity duration and sequencing will be performed Close to the end of the project, as the forecasts will be more accurate and most risks will already be mitigated In the initiation process, as it happens concurrently with the project contract and project charter creation As soon as possible, as project delays can be significantly avoided when a schedule is developed early.
After conducting a performance assessment, the project manager identified that some gaps still exist.
What should the project manager ensure? Awards are given to all team members for playing a role in the project and undertaking the assessment. Performance improvement programs are organized for all team members who were assessed. All team members rotate their job schedules immediately to make them versatile. Assessment results are kept private and not shared among team members.
A project is in the execution phase. The client was actively involved in the early stages but has been less engaged lately. A number of changes to the requirements have recently been requested.
What should the project manager do next? Discuss the changes with the client and jointly make the decision on how to proceed. Reject the changes and stay the original course as initially agreed with the client. Review the risk register to see if mitigations have already been outlined for this scenario. Review the changes and make the decision based on the project team's recommendations.
A technician is scheduled to install internet service at the homes of three remote call center agents who have different working schedules. Their functional managers arranged time off to allow time for installation and testing. The carrier sends an email to the project manager stating that one appointment is delayed for
2 days.
What does the project manager need to do now? Inform the product owner Inform the project sponsor Inform the relevant stakeholders Inform the project team only.
A team member in an agile project informs the project manager they might not be able to finish an assigned task on time, which could generate an obstacle for the rest of the team.
What should the project manager do? Ask the team member to bring up the concern in the next daily meeting Send an email explaining the issue to all team members Reassign the task to another team member Move the task to the next sprint.
A project manager has been assigned to manage multiple agile project teams. The project manager wants to empower the teams and make them self-organizing.
What should the project manager do to create a positive environment? Help the teams in establishing and adhering to their ground rules and revisit after regular intervals Copy the ground rules established by another project and provide them to the teams Establish the team ground rules and share them with the team for strict adherence Extract the organization's policies and processes, customize them, and give them to the teams to adhere to.
An agile coach and technical writer for a globally distributed agile team are in a country with a 9-hour time zone difference from the agile team. The agile coach and project lead disagree on the timing for the daily standup. The project lead thinks the standup should be at 10:00 am local time, but the agile coach and technical writer feel that is an inconvenient time for them.
How does the project lead ensure adherence to agile practices? Inform the agile coach that the daily standup will be at 10:00 am local time and ensure all parties can attend Escalate to management that the agile process is not going to work and ask them to speak to the agile coach Have a discussion with the team on the approach and come to a decision on when the daily standups should be Have two separate daily standups, one for the agile coach and technical writer and one for the agile development team.
A project manager receives a suggestion from a team member for improving the product attributes without impacting the schedule or cost. This will add value to the project and the customer.
What should the project manager do? Reject the suggestion and ask the team member to focus on executing the plan Ask the team member to submit a formal change request Accept the suggestion as it has no impact on the project Ask another team member to validate the impacts of the suggestion.
During the third iteration of a project, the main sponsor retired from the company, and a new sponsor was appointed. The new sponsor is not familiar with the agile approach for project delivery, which leads them to request more control over the project team.
What should the project manager do? Schedule a meeting with the new sponsor in order to explain the agile approach and how teams are supposed to be self-organized Review the sponsor's request with the project team during the next daily review meeting in order to provide the requested control Schedule an emergency meeting with the project team so they fulfill every request that comes from the sponsor Review the sponsor's request with the project team during the next iteration review meeting in order to obtain a team decision.
A medium-sized company has been exploring new marketing tactics with regard to launching a new product. New product creation is no small task. In the end, it was too big of an expenditure for the company to undertake.
What should the project manager do in the future when working on new product projects? Make use of kanban boards so all stakeholders have a clear view of the project and provide their help accordingly Train the team to first find the minimum viable product (MVP) that will deliver value to the customer Increase the contingency reserve and prepare the team for applying fast-failing techniques when the estimates veer from the initial plan Adopt a chain management approach, developing products based on the same platform and infrastructure.
A project manager is managing a few innovation projects with a high level of uncertainty. The project manager is experiencing challenges with the large number of change requests issued due to the nature of the project.
What should the project manager do? Reduce the number of approvers required to implement a change request Request sponsor approval for all change requests to reduce the number of changes Initiate the number of iterations to reduce the number of change requests Add a fixed number of change requests allowed by the client on the project baseline.
A project manager is starting a new project, and the project team is located in different countries. The team was going to use a specific tool to hold virtual meetings. However, that tool is not available in one team member's country.
How should the project manager deal with this situation? Contact the project sponsor to have the team member removed from the project Ask the team member to move to another location where the tool is available Investigate alternative tools for virtual meetings that are available to all team members Start the project and use email to communicate with the team member until the tool is available.
Halfway through a project, the project sponsor is replaced by another peer who was not previously engaged in the project. The new project sponsor has rejected most of the project artifacts, and the team did not get the latest increment approved on the current iteration. Stakeholders are not feeling confident about the project outcome.
What should the project manager have done to prevent this situation? Performed a stakeholder analysis when the sponsor joined the project Held a governance meeting to review the project increment Escalated the issue to ensure the increment would be approved Conducted a product iteration review with the new project sponsor.
A regulatory branch of an environmental government agency has recently placed a ban on the manufacturing of a specified thickness of plastic packaging products. This ban will take effect in 12 months. The project manager for a startup firm working in alternative packaging has been monitoring the progress of this law for a while and, as part of the risk management, has identified new products that can support a growing customer base.
What should the project manager do next? Begin a marketing campaign to sell alternative packaging after the 12-month period ends Organize a meeting with all stakeholders and review the stakeholder engagement plan Continue production processes and plan to discuss changes at the next annual target review meeting Inform management of the new law as an opportunity to expand market share and share the proposed products.
A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information.
What should the project manager do? Discuss the situation with the company project sponsor for advice Request information directly from the sourcing department team members Work out a resolution in consultation with the sourcing department head Present the situation to the manager of the sourcing department head.
A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company's strategy, investment, and compliance requirements.
What should the project manager do? Put into place a project governance model in line with the requirements Replicate the organizational governance to the project governance Create an organizational project management governance Ask the organization to create a project portfolio governance.
A third-party supplier demands payment for the services provided for a project. The agreement was that payment would be made after the organization receives payment from the client. The third-party supplier lacks the capital to meet their payroll and has informed the project manager that if they do not receive payment quickly, they will withdraw team members from the project.
What should the project manager do? Explain the third-party supplier situation to the client and request payment. Inform the client that the project must be delayed until payment is received. Reassign resources from other projects to pay the third-party supplier. Process a bank loan to pay the payroll of the third-party supplier.
A project manager is developing the stakeholder register and is having trouble understanding the motivation of some of the stakeholders.
What should the project manager do to get this information? Identify each stakeholder's motivations from the business case. Request stakeholders articulate their motivations at the kick-off meeting. Email project objectives to all stakeholders and ask for endorsement. Organize a one-on-one conversation with each stakeholder.
During a project's initiation phase, a lessons learned sharing session was held with the team from another project. Low construction productivity was discussed as a potential delay to project completion.
What should the project manager do next? Discuss this issue with the project sponsor to request additional funding to implement mitigation Prequalify contractors with proven track records to eliminate productivity concerns Add construction productivity to the risk register and develop a mitigation strategy for site execution Hire a construction management consultant to develop a comprehensive site execution plan.
A project manager is managing a mobile application development project when one of the experienced team members starts missing deadlines. The delays will impact project implementation.
What should the project manager do next? Assign an additional resource to help the team member with the tasks Ask the team member's functional manager if there are any known issues Convene a team meeting to encourage and motivate the entire team Meet with the team member to understand their concerns and/or issues.
A project manager is leading a hybrid project. The only available resources that have experience with agile are not at the project manager's location. The project has a strict schedule and budget, and the project manager is concerned about their ability to deliver it.
What should the project manager do? Engage the agile resources through video conferencing on a daily basis Advise the sponsor that the project will be delayed as agile training will be required Request a budget extension to get local resources experienced in agile Plan to have the agile resources temporarily relocate to the project manager's location.
An agile facilitator has gathered a team for a new project. This team and facilitator have not yet worked on a project together.
How should the facilitator proceed? Set up a lessons learned session from a similar project. Hold a team charter discussion. Schedule a release planning session. Conduct a product roadmap session with the team.
A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various issues during execution, the project was extended to 16 months. By month 11, the expected savings were exceeded but not all of the functionalities planned for that date were fulfilled.
How should the project manager inform the stakeholders of the project's progress? Complete the outstanding functionalities before informing the sponsor of the project progress Communicate the benefit expectations and the action plan for the pending functionalities Send an email with the monthly project progress to all relevant stakeholders Report that the project has not fulfilled all the expected functionalities.
A project manager is working on the delivery of a solution that needs to be deployed to the public quickly. The project team is experienced, the stakeholders are supporting the delivery, and the customer is cooperating.
What strategy should the project manager use to ensure on-time delivery of the solution? Meet with the customer to agree on the components of the solution and the priorities Ask the sponsor for support regarding the allocation of additional resources to finish on time Have a high-level plan for incremental deliveries and get the customer's feedback as early as possible Have a detailed plan of all milestones, deliverables, functionalities, and allocation of resources.
There is frequent conflict between two project team members working on a project. This has caused a negative impact on the project.
How should the project manager handle this situation? Counsel both team members and caution them with a final warning. Relocate the two project team members into different project teams. Escalate the issue to the human resources (HR) manager before a larger problem develops. Help cultivate self-awareness between the two team members through emotional intelligence (EI).
A few virtual team members are located in a region that generally has good internet connectivity. However, they frequently experience connectivity issues joining team calls during the day.
What should the project manager do? Determine what the problem is and develop an action plan Ask the team members to use chat tools as an alternative to calls Procure tools that consume less bandwidth for internet calls Record the meeting to share with the team members who were unable to join.
A company's CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status.
What should the project manager do first? Meet with the team and decide the type and frequency of the reports to send to the CEO Send the CEO one executive summary per week instead of five reports per week Review the communications management plan Review the stakeholder engagement plan.
A project manager finds it challenging to comply with standardized processes for knowledge transfer. The project teams and stakeholders are scattered around field sites, the office, and remote locations. In addition, some team members have limited access to the electronically shared files.
How should the project manager manage this challenge? Study the environment and the available resources to determine which approach to use. Send the intended information through email since it is the primary communication tool. Communicate a strong message to the team explaining the importance of knowledge transfer. Request changes in the processes since it is not suitable for the company environment.
During iteration planning, team A identifies that an important deliverable is dependent upon a deliverable from team B.
What should the project manager do? Ask team B to focus on their backlog and deliver based on their priority Inform team B of the dependency and ensure that the deliverable is planned Make team A a part of team B and ensure that the deliverable is ready Request team B to immediately start this activity and deliver to team A.
A large construction project is progressing well as per the project objectives. The project manager would like to report the project's value to the project sponsor and seek the next phase of funding closure.
What should the project manager do? Ensure a measurement system is in place like earned value analysis (EVA) to track project value for the project sponsor Create a detailed project report on successes and challenges for the project sponsor Submit a detailed report on the cost budget vs. the cost actuals as the project sponsor will want to know more about finances Arrange a site visit to show the project sponsor the construction progress in person.
A project manager is planning a project with multiple work packages. Each work package has its own defined scope, but funding will be at the project level.
How should the project manager determine if the allocated resource budget is sufficient to cover the resource costs of the project? Estimate the costs at the work package level and add those costs to calculate the total cost of the project and compare it to the allocated budget. Create a budget burndown and a scope burnup and then verify that the project scope is completed before the allocated budget is depleted. Divide the allocated budget by the number of work packages and verify that each work package can be completed within the allocated budget. Fund each work package in the order of its importance and shift any remaining scope from non-funded work packages to funded work packages.
A project manager is managing a project that is halfway through its execution phase, and the quality standards of the deliverables were formally accepted.
However, a government agency has recently introduced new standards that may significantly impact the project. The deliverables must be changed to align with the new quality standards.
What should the project manager do? Schedule training for the project team on the new regulations introduced by the government agency Set up a structured, independent processes to determine if project activities followed the standards Update the lessons learned register and inform senior management of the new standards Evaluate the impact the new regulations will have on the project and submit a change request.
A project team's performance is being impacted by impeding internal procedures that are affecting the progress of activities and team autonomy.
What should the project manager do first to address this situation? Discuss the issue in the next sprint review meeting Train the team members on the organization's procedures Ask the organization to improve the internal procedures Try to remove the barriers and empower team members
.
A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments.
What should the project manager do? Support the team during the planning phase to only commit to what they are able to deliver Request additional resources to continue delivering value while reducing team stress Ask individual team members to plan staggered leave to avoid becoming stressed Help the team members by organizing regular stress-relieving and team- building sessions.
A project manager received the project charter for a new product. The project is expected to have two main deliveries: the hardware part that has detailed specifications already defined, including a sample machine, and the user interface software that has only a basic specification and a requirement for a user experience design approach.
Which project management approach should the project manager use? The software development has a high uncertainty level, so an agile approach is recommended for the project. A hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries. The deliverables are significantly different, so the project should be split into two projects that are driven by a program. The scope is well defined; therefore, a predictive approach is straightforward and the hardware and software can by synchronized on the gates.
An agile team member received certification on a new tool; however, this team member is complaining that the rest of the team is not using the tool due to lack of knowledge.
How should the servant leader apply emotional intelligence to leverage this situation to benefit the project? Request budget to reward the team member so others will be motivated to obtain the same certification. Promote the team member to product owner to leverage the new knowledge with the clients. Ask the team member to use their recently acquired knowledge to develop and provide training to the team. Provide an incentive to team members who begin using the new tool on this project.
A project manager has been assigned to a project after the charter has been approved. While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed.
What should the project manager do next? Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy Add the missing budget items to the risk log and present them in the next project steering committee Start the project and deal with these budget issues as they arise throughout the project life cycle Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed.
A project schedule risk has turned into an issue. The project manager foresees delays in project execution.
What should the project manager do to resolve the issue? Escalate the issue to senior leadership for resolution Work with relevant stakeholders to determine possible solutions Update the schedule baseline to the new project time line Update the risk management plan and send it to the project team.
A project manager is assigned to a project where a vendor has been engaged to build a new system. One week before user acceptance testing (UAT) is scheduled, the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date.
What should the project manager do next? Communicate with the vendor and project team and explore possibilities for resolving the issue Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract Escalate to management and prepare for project closure by canceling the contract with this vendor Adjust the project schedule to accommodate the current development progress of the vendor.
In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technician's poor performance as the reason for the conflict.
How should the project manager resolve the problem? Use a direct, collaborative approach with the technician and supervisor Provide a just-in-time training to the technician to improve their skill set Replace the technician with a high performing resource as time is critical Talk to the supervisor to tone down their approach and attitude.
A project is comprised of team members who are not engaged and committed to project success.
What should the project manager do to address this situation? Contact the project sponsor to request approval to release the current team and hire replacement personnel Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary.
A project manager has been assigned a project to build a new solar farm that will provide clean energy to a new housing complex. The government has decided to reduce the tax on renewable energy products starting 1 January. The supplier has reached out and stated that the order placed for solar panels to be delivered on
20 December might be delayed until early January. On the other hand, the project will face similar constraints due to the December holidays.
What should the project manager do about this risk? Review the supplier's contract to understand the terms of sale Insist that the supplier deliver the goods on the agreed date Update the risk register and take advantage of the opportunity Accept the risk and update the risk register.
A project manager is assigned to manage a project for a previous client of the company. The project manager was warned that this client will likely try to add extra scope to the project without considering the impact of change on time, cost, quality, and risks.
Which action should the project manager take to help plan and manage the budget and resources? Refuse to allow the client to change the scope and examine the lessons learned register. Decompose the deliverables into work packages and review the project charter. Create tight scope statements and review the historical information. Include a scope change process and review the project charter.
A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis.
What should the project manager do? Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training Escalate the issue to the functional manager Perform the quantitative risk analysis for the team member Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team.
A senior developer working on a large artificial intelligence (AI) project has worked hard and shown excellent results. The project manager is very happy with the developer's contribution and thinks that the developer deserves a reward.
What should the project manager do? Create an opportunity for the project team to recognize this developer Print a recognition certificate and present it to the developer during a meeting Send a recognition email to the team and copy management Reward the developer according to their motivations and interests.
A global program is being kicked off, and various distributed teams are involved in delivering the initiative. Besides planning and executing the scope for the initiative, team interactions must be considered.
How should the project teams interact in their meetings? Videoconferencing Encrypted emails Phone conversations Chat conversations.
A project manager is part of a global project team and is in charge of managing the scope defined by their country. There is a clear division regarding which pieces of the scope should be treated by global and local teams. During the last sprints, the project manager has been receiving requests that the global team should handle.
What should the project manager do in this situation? Assess the team's capacity to absorb the workload Evaluate and understand the cause of the conflict Escalate the situation to the project sponsor Reject the workload back to the global team.
A company is transitioning projects from a predictive to an agile approach. The CFO is concerned that one of the agile projects has an important feature for the financial department that is being delayed for a later iteration.
What should the project manager do to clarify the situation? Request support from the CEO on how to deal with the situation Increase the size of the team in order to match any prior expectations of the CFO Create an executive board to review the product backlog and replan the next iterations Clarify with the CFO that the prioritization process is based on business value.
A project manager for a technologically complex engagement reviews the key project indicators with the main stakeholders on a regular basis. During one of the meetings, the project sponsor explains that they are using the project manager's risk register as a way to communicate about the project at the executive level.
How should the project manager ensure that project risks are reported accurately in the risk register? Update the risks in the risk management plan Review the risks throughout project execution List the project risks identified in the kick-off meeting Plan to update the risks at project closure.
A project manager recently finished a project and started managing a new project with a different supervisor. As part of the early project activities, the supervisor from the original project is assigned to the team as a nonsupervisory resource and immediately begins challenging all decisions made by the current supervisor.
What should the project manager do to resolve this conflict? Ensure the new supervisor takes the lead when being challenged Give the project team time to work through the issues with the new supervisor Immediately remove the resource from the project team Communicate with the resource on the roles and responsibilities of this project.
A project manager sent the first communication about the project management plan to the team. The next day, two field engineers were asking about their roles and the project schedule.
What should the project manager have done? Sent the roles and responsibilities matrix along with the project management plan Confirmed that the communication was understood and solicited feedback from the team Briefed each team member on their roles before sending the project management plan Discussed the roles with the managers to help explain them to their team members.
A solution designer in an agile team often passes the design information to team members without any documentation. This has resulted in misunderstandings within the team.
What should the agile leader do? Move the solution designer to another team Review the process that resulted in this situation Ask the team to document the design Stop work until the design document is completed
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A software system is being built for a company. Once the system is in production, the team would like to collect usage data to evaluate the delivered value.
Which evaluation practice should the project lead use to obtain accurate usage data? Embed a feedback form into the system for users to respond Build the functionality in the software to collect the operational usage data Send out a questionnaire to all users regarding the most useful features Interview a sampling of users to obtain the usage data.
A software project using an agile approach is facing quality issues with every release, generating many production problems.
What should the project manager do to fix the problem and improve the quality? Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing Create a reward system granting incentives to the team members who are able to catch more defects Seek extra funding approval with the sponsor to replace junior team members for more experienced ones.
A project manager is managing a national rollout for an innovative product in a regulated environment that is expected to change. The project management office
(PMO) needs visibility of the regulatory constraints while maintaining a degree of flexibility.
Which tool can the project manager use? Use a burndown chart to provide transparency Use a burnup chart to provide transparency Use a kanban board to increase accountability Use a product backlog to manage changes .
A project manager is managing a very important business transformation project. The goal of the project is to extend a desktop application with a mobile application module. The marketing department believes that a main competitor is working on a similar product.
Which delivery approach should the project manager use for this project? Extreme Programming (XP) delivery, to mitigate the high risk related to a new product Traditional delivery, to ensure high quality and that the product meets market demands Incremental delivery, to ensure that mobile capability is released fast to the users Iterative delivery, to ensure that user feedback is incorporated into the second iteration.
During the implementation phase of a construction project, a key supplier went bankrupt and cannot supply the contracted material. This issue could affect the project schedule.
What should the project manager do first? Escalate to the management team for delay approval Add the risk and the delay to the risk register Update the schedule to include the delay Update the issue log and act to minimize the impact.
A project manager for a factory construction project in a small town is evaluating the necessary actions to engage stakeholders. The local community is speculating the impact of the facility. There are rumors of job opportunities and environmental impacts, which are listed on the project risk matrix.
What should the project manager do with regard to community engagement in this situation? Build channels to extend communication efforts to the local community. Focus on the sideward stakeholders only and let the organization manage the community. Use the city administration to address communication with the community. Include the local union representative in the high-power, high-impact stakeholder group.
A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project.
After discussing these concerns with the team, it is determined that the project does not have the full support of senior management.
What should the new project manager do next? Request the business team to clearly define their issues with the project work completed to date. Send out a status report describing the situation to the stakeholders and request general assistance. Study the stakeholder analysis to understand which stakeholder holds the most influence and seek their assistance. Ask senior management to be more involved with the project and to provide their full support.
A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues.
What should the project lead have done initially to avoid this situation? Involved operations stakeholders during planning Reviewed the project management plan Increased support hours for the hours of operation Created a detailed operations manual.
A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production. One particular pain point is the transition to operations, where the issues usually arise.
What should the project manager do to improve this scenario? Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides Foster stakeholder participation by engaging them early on the backlog discussions Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress.
After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work
(SOW). These changes would improve the project outcome.
What should the project manager do next? Consult the list of selected vendors for the bid and evaluate a possible change of vendor. Revise the procurement control process to avoid undesired changes that might affect the schedule. Assess the situation as an opportunity for improvement and perform a risk analysis. Conduct an audit on the procurement process and inform the vendor about the audit's observations.
A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.
What does this value mean for the project? The project is earning less value than was planned The project has started exceeding the planned cost The project has earned more value than planned The project is close to exceeding the planned cost.
A customer complains that the user stories released so far contain too much jargon and do not reflect the expectations of the product.
What should the project manager do next? Rewrite the stories to include the technical vision of the product Ask the senior developer to rewrite all the stories Engage with the customer and rewrite all the stories Request approval from the company director to conduct training for the team.
An unforeseen event has shut down public works projects for 4 weeks. Activities on the critical path will fall behind based on the project schedule.
What should the project manager do? Add 4 additional weeks to the schedule and request additional resources. Ask the sponsor to obtain a special work permit to continue work. Crash the resource management plan to keep the schedule on track. Review the project management plan to see the impact of the possible delay.
During a regular project progress meeting, the CEO informed the project manager that a major stakeholder has been unaware of recent developments on the project. The project manager is sure that the stakeholder was duly identified and classified in the stakeholder register.
Which project document should the project manager review in order to determine the reason for this issue? Requirements traceability matrix Issue log Stakeholder register Stakeholder engagement assessment matrix.
A healthcare organization hired a new compliance specialist to ensure that the healthcare compliance needs are met. The feedback about the new compliance specialist from the team was average.
What should the project manager do to help the new compliance specialist improve? Coordinate a one-to-one meeting with the specialist to assess the situation Escalate this situation to the manager of the area for a possible solution Provide time for the specialist to adjust to the pace of the project Contact the human resources (HR) manager about the team's feedback.
A company has selected a cross-functional team to develop an innovative digital product to drive the digital transformation project for the business.
What should the project manager do to ensure business value is delivered early? Create robust incentives to the team members to encourage speedy delivery Create a detailed project plan and escalate delays to the functional managers Break down the deliverables into sprints and deliver value incrementally Fast track the project and monitor tasks closely to ensure timely delivery.
A company that uses a predictive approach and operates in a highly regulated market is losing profitability because its product life cycle is taking longer than those of its competitors. A new project manager has been hired to change this scenario.
What approach should the project manager propose? Migrate to an agile model, focusing primarily on an iterative approach, leaving the incremental life cycle as a next step Change to an agile model, focusing primarily on the incremental life cycle, leaving the iterative approach as a next step Maintain a predictive approach, but increase the focus on better planning and tracking to anticipate problems and avoid delays Propose a hybrid approach, leveraging the benefits of an agile approach while respecting some aspects of the company's industry .
A company is using an agile approach to launch a new product. In the second sprint, the team encounters a technical problem they have never faced before.
What should the project manager do? Organize an early retrospective with the team to analyze the problem Ask the product owner to write the specifications for the related user story Facilitate a problem-solving session with the team to analyze the problem Inform the project sponsor about the problem faced by the team.
A project manager assigned team members to work in pairs on a large amount of technical reports. At times, the project manager noticed that important information was not shared properly among the team. This has caused delivery delays and, ultimately, the failure to complete the project.
What is the root cause of this issue? Incorrect communication techniques applied during implementation Lack of team member training on documentation planning Improper assignment of tasks to team member pairings Team cohesiveness was lost because team members worked in pairs.
A key stakeholder has recently started in a company and has been assigned to a hybrid project. Although very experienced in their domain, the stakeholder has only been exposed to predictive project approaches.
What should the project manager do? Inform the project management office (PMO) that the team will use a predictive approach for this project Inform the stakeholder that they must level their knowledge with other stakeholders Allocate time to mentor the stakeholder in the selected project approach Update the risk register with the potential impact and apprise the steering committee.
A senior manager attends one of the project review meetings and expresses concern that the project will not meet the quality standards.
What should the project manager do? Ask the senior manager to approve the user acceptance testing (UAT) plan Inform the senior manager that there are approved quality standards Review the quality management plan with the senior manager Estimate the backlog items to forecast quality.
Two team members were recently released from a project because the customer reduced the budget. However, the agile team is still receiving the same, if not more, work requirements as before.
How should the agile project leader resolve this situation? Update the project budget with the released team members. Update the restriction log with the new team capacity. Explain the new project requirements to the team. Explain the new team velocity to the customer.
An IT project manager for a project that is 50% complete learns that a critical team member plans to relocate to another country soon. The team member is needed for the remainder of the project.
How should the project manager improve team dynamics? Require that all team members be physically present for the weekly project review Offer the team member an incentive to stay until the end of the project Replace the team member with someone who has similar qualifications and is located closer Set up a weekly video conference to monitor the progress of the team member's work.
A product development team has team members located in four different countries. A senior manager is assigned the task of recruiting a project manager to manage this project and the virtual team.
Which skill is required for a project manager to successfully manage this team? Possesses strong interpersonal skills to drive high-performing virtual teams Plans and controls every aspect of the team's deliverables to avoid surprises Speaks several languages and has lived in different countries Implements the organization's standards and processes for the project.
A senior project manager is working for a company that is not yet making a profit. However, the company has many innovative projects in development. Most of the project time lines have slipped, and the staff is overwhelmed.
What should the project manager do to help the company meet their financial objectives? Prioritize the projects, giving higher priority to projects that will increase profit Ensure that all of the projects are of high quality and are delivered on time Request that upper management hire additional staff to support the projects Make sure the project is fast tracked so that slipped time lines are recovered.
A project manager is assigned to a building construction project. The project manager has taken an agile course and wants to use agile practices in the project.
What should the project manager do? Choose the agile practices that can be implemented in this type of construction project and apply them Hire a consultant to provide a second opinion about whether agile can be applied to a construction project Review the stages of the project to allocate additional budget for agile resources Assign a scrum master to the project to implement agile practices in the project.
During project execution, a global project team was using a video conferencing tool to support the daily meetings. However, during these meetings, only a few team members were actively participating. As a result, lots of misunderstandings occurred.
What should the project manager do to address this issue? Check the ground rules of the meeting to review the initial agreement with the team members Use round-robin check-ins to facilitate the meeting, so all participants have the opportunity to speak Book one-on-one meetings with the team members who are not speaking up during the daily meetings to get their updates Identify one team representative to speak up during the daily meeting and share the team updates.
A company has a transformation project in progress. During a planning session, several stakeholders are in constant disagreement and often use personal arguments to support their position. Team members are getting frustrated with the situation.
What should the project manager have done to avoid this situation? Established ground rules before the discussion had started Reinforced that higher-level management has the decision power Invited a high-level sponsor to the meeting to reduce the level of disagreement Asked stakeholders not to voice their opinions during the meeting.
While monitoring a project at a work site, the project manager notices that the site team's work breaks have increased by a few minutes every week.
How should the project manager approach this? Dismiss some of the workers for failing to adhere to the break policy Issue a formal written warning to all hourly workers for their break tardiness Have a meeting with the team to discuss the issue and propose solutions Reduce payment to the workers due to their extended breaks.
A project manager is working on a construction project. The company owner asks the project manager to provide cost estimates for the new decoration project within 4 hours.
How will the project manager be able to complete this task? Call a meeting with the project team to identify the most appropriate approach Tell the owner that a rough order of magnitude will be provided Contact a subject matter expert (SME) for advice and consultation Tell the owner that the task requires more time and expertise.
A company has created a cross-functional team to drive the digital transformation project for the business. The team is expected to deliver the minimum viable product (MVP) that addresses market need in the shortest possible time.
Match the roles for the team on the left to their corresponding responsibilities on the right.
Select and Place: Development Team Project Maanger/Scrum Master Product Owner.
A project is approaching successful completion, and all stakeholders are really proud of the achieved results. The project management office (PMO) recommends the project manager to lead the next similar project.
What should the project manager do next? Engage key stakeholders to complete and deliver lessons learned. Select the same stakeholders for the next project to avoid doing knowledge transfer. Present the project achievements and delegate knowledge transfer to the steering committee. Request the PMO to manage the lessons learned repository.
In order to increase a project's profit margin, the project manager and subject matter experts (SMEs) agreed to select the oldest model of a specific machine available in the market. When the machine reached its destination country, it was blocked by customs authorities who restricted the import of this machine model.
What should the project manager have done to prevent this from happening? Ensured that the SMEs correctly defined the project scope and the machine model. Ensured the project sponsor provided enough funding to purchase the latest version of the machine. Ensured that regulatory compliance was considered in the quality management plan. Ensured that the technical team researched and selected the latest model of the machine.
A project is behind schedule because of a delayed equipment installation. This is affecting many other activities. The manager responsible for the equipment delivery notified the project manager that there is a capacity issue for the team doing the installation.
What should the project manager have done to prevent this situation from happening? Defined the skill requirements more clearly in the scope statement. Asked the manager to follow the agreed-upon resource management plan. Conducted periodic reviews with the manager on resource availability. Consulted with the installation team on a regular basis to check for conflicts.
The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius is not extended by 1 km, to be aligned with the council's development plan.
What should the project manager do? Delay the approval and ask the project sponsor for additional funding. Contact the council and ask for their approval to extend the scope of the project. Initiate a new project and discuss the request because it came in too late. Obtain formal acceptance for the completed work and submit a change request.
A company has started developing a new product. During execution the project team notices that another competitor has launched a product with very similar functionalities and a cheaper market price.
What should have been done differently to avoid this scenario? A minimum viable product (MVP) should have been released to get feedback from the market. More backlog refinement meetings should have been scheduled. The Kanban method should have been utilized to optimize the work in progress (WIP). An iterative life cycle approach should have been adopted.
An organization is about to start a multiphased project. Due to strict regulations, some of the phases must be completely planned in advance. However, other phases allow for more flexibility and experimentation on scope and schedule. The sponsor wants to pursue the project objectives as planned, but also wants to accommodate new information and changes as the project progresses.
Which project management approach should the project manager select for this project? Hybrid Incremental Agile Phased.
A project manager is leading an innovation project that is facing a lot of risks due to a high level of uncertainty. What strategy should the project manager use to manage these risks using an agile approach? Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project. Implement a scrum risk retrospective to analyze the risks at the end of the project. Assign an agile risk manager to better understand and track the project risks. Evaluate the risks constantly and reprioritize work as the project progresses.
A laboratory is launching a new product, defined to be executed in eight iterations with a fixed release date. At the beginning of the second iteration, the project manager realizes that a significant regulatory feature is missing in the project backlog.
What should the project manager do? Ask the product owner to add the missing feature in the backlog. Invite stakeholders to discuss the impact of adding the regulatory feature. Estimate the related cost and ask for a project extension. Increase the capacity of the team to include the missed feature.
A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other. This will impact the amount of time the project managers will be able to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of their complexity.
What should the project manager do as a servant leader to help achieve this transformation? Review the organizational process assets (OPAs) to evaluate mitigation plans for similar risks. Create a risk entry regarding the project manager's capacity and develop a mitigation plan. Empower the team to develop the necessary skills to move the project forward independently. Issue a change request to hire additional project managers based on the increased workload.
A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet business goals for the year end, which is due in 6 months.
What should the project manager do to align stakeholders' needs and expectations? Work with the stakeholders to create a prioritized backlog and release a roadmap. Modify the requirements to those that can be completed in 6 months. Implement fast-tracking and crashing activities to complete the project in 6 months. Include all stakeholders in daily scrum meetings to keep them informed.
A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data.
What should the project manager do first? Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment. Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation. Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned. Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.
A project manager is assigned to a major construction project. The project is critical to the city's population, and especially to the local government official who committed to delivering the project on time as an election promise. A new project sponsor has been assigned and wants to include aspects that the previous project sponsor did not support.
What should the project manager do next? Meet with the new project sponsor to review the current project scope and the requested changes. Rebaseline the project as there is now a new project sponsor, which is presenting an opportunity to review and recalibrate the project objectives. Invite the project sponsor to a briefing with the project team to demonstrate progress and seek further support to meet project-committed deliverables. Inform the new project sponsor that the new aspects will not be included in this project.
In an agile team, some of the team members are coming forward to ask for more autonomy on the project.
What should the project manager do in this situation? Encourage the team lead to make decisions. Encourage the team members to make decisions. Discourage them as conflicts may be created. Discourage this request, as it is for the management team.
A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award.
How should the project manager utilize the award? Meet with the team members and ask them how to spend the reward. Arrange a luncheon for all team members and include team-building sessions. Draft a points system to allocate a portion of the money for each resource. Allocate the reward to the team leaders to spend on the team as they see fit.
A company is conducting a digital transformation project that has a hard deadline. The marketing team wants to combine this implementation with a new product, and the newly assigned project manager is not aware of all the dependencies.
Using a hybrid approach, what should the project manager do to ensure the dependencies are taken into consideration? Implement a project newsletter so the different team members can be informed about the progress of each project. Make sure that each individual project schedule is aligned with the common deadlines. Combine all of the small projects into one big project so the team can collaborate better as one big team. Facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress.
During an agile project, a project manager lost one of the resources, and at the same time, uncovered new requirements, which were added to the backlog. What should the project manager do next? Reevaluate the backlog priority with the product owner since the velocity has been impacted. Reevaluate the scope of the current iteration to keep the same velocity and timeline. Reevaluate the velocity as the iteration duration will be impacted by new requirements. Reevaluate the project schedule as the velocity will be impacted by the loss of resources.
An agile project will be delivered to a client based on a fixed price in cryptocurrency. Due to the volatility of cryptocurrency, both parties have agreed to adjust the scope to the value of the cryptocurrency at the end of every iteration and halt the project when the agreed price is reached.
Which approach should be used in this situation? A flow-based approach starting with the smallest stories. An iterative approach starting with the highest value epic. A predictive approach with short phases. An incremental approach with a minimum viable product (MVP).
A project is about to start. The project manager has found that the client does not have an appropriate knowledge management system and does not have a requirement for it.
What should the project manager do? Provide just-in-time knowledge to the client, upon request. Utilize the cloud wiki to collect the necessary knowledge. Ask the team to collect the knowledge locally and share it at the end of the project. Coordinate with the team and the project stakeholders to collect the knowledge.
A team has individual daily start times for each team member. Sometimes the overlap between team member working hours is short. During those times, the interactions and work as a team are reduced and ineffective.
What should the project manager do? Inform the team members who are joining late to join early and work together. Allocate the overlap time for each team member and ask them to adhere to the schedule. Ask the team to define a team charter and agree on core working hours. Ask the team to start at the same time to obtain the maximum number of team working hours.
A project team consisting of various professionals of different nationalities is struggling to achieve their project deliverables. What should the project manager do? Provide the team with support to solve their own problems. Inform the project sponsor and train the entire team. Ask the human resources (HR) department to conduct performance training. Ask the functional department manager to replace the team members.
An organization is struggling to start an important project. The project manager has identified that the scope definition is the main item preventing the project from starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and very complex to define at this stage.
What should the project manager do? Propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items. Maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project. Recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach. Update the risk register and escalate the issue to the project management office (PMO), requesting more resources be added to help define the project scope.
A project is ending its fifth out of six iterations. During the iteration review, a customer adds a new regulatory feature that exceeds the capacity of the remaining iteration.
What should the project lead do? Register an issue and escalate it to the project sponsor. Invite the stakeholders to discuss a new prioritization. Estimate the impact and consult with the product owner. Increase the team capacity to finish the project on time.
A project manager at a large corporation has been assigned to oversee a customer experience project. Within the project, customer satisfaction is a big issue and there are many unresolved customer queries on a daily basis. The project manager has been informed that the customer service team is overwhelmed with these unresolved queries.
Which two actions should the project manager take to correct this problem? (Choose two.) Contact the customers in batches and inform them that the issues are being worked on currently. Confirm the issues truly exist by conducting a survey and other analyses that may detect the real issue. Deploy solutions that will track, prioritize, and resolve queries as soon as possible. Ask senior management to replace the customer service manager with a more qualified one. Request that the customer service team prioritizes work on queries that are received this week.
During the execution phase of a project, a new department has been created in the company. The manager of this department has requested to be involved in the regular project communications and reporting cycles.
What should the project manager do? Ask the project team members to include the manager in all of their communications regarding this project. Inform the manager that only stakeholders identified in the communications management plan should be involved. Perform a stakeholder analysis and update the communications management plan to reflect the new situation. Suggest the manager contact the steering committee and project management office (PMO) to be included.
Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests.
What should the project manager do next? Refer to the requirements traceability matrix. Escalate the change request to the project sponsor. Revise the project scope baseline. Review the approved project charter.
A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product.
What should the project manager do? Use the remaining time and resources to add additional scope to the project without spending the project budget. Ensure product quality by spending the remaining resources and time on additional quality checks for the product. Acknowledge the project closure criteria has been met and release the remaining budget and resources. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.
A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time.
What should the project manager do to ensure success? Ask the customer to reduce the backlog to meet the launch date. Increase the capacity of the team to deliver the completed backlog on time. Assist the team in defining a minimum viable product (MVP) by the launch date. Schedule a meeting with the stakeholders to review the contingency plan.
An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only has a predictive background, started working at the company. In the first meeting with the project manager, the director demands a weekly project status report.
What should the project manager do? Invite the director to attend the daily standup meetings. Share this with the team and ask them to develop reports for the director. Introduce the agile aspect to the director and agree on a solution. Explain to the director that agile projects have live reports.
Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained.
How should the project manager communicate with the customer to help assure them that the project has produced quality products? Show the customer the tolerance and control limits. Show the customer sample results from the current batch. Show the customer a sample history of quality. Show the customer the quality control measurements.
A company is working on a project to develop an integration of their existing systems. There are known issues in production.
What should the project manager do? Identify and remove impediments and mitigate the risks. Ensure the product owner reviews requirements with the team. Include acceptance criteria in the definition of done (DoD). Review the quality control processes and procedures.
A company changed the product owner on an existing project. The new product owner has less knowledge of the product than everybody else on the team. Due to the product owner's lack of knowledge, the team does not consider the opinions of the product owner seriously and mostly relies on the project manager's opinion.
What should the project manager do? Work with the project management office (PMO) manager to generate an onboarding plan for the new product owner. Schedule time to share insights with the new product owner about the product and project information. Assume the role of the product owner while the product owner gets familiar with the product. Organize a team-building activity and ask the team to respect the opinions of the new product owner.
A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are not part of the project team.
What should the project manager do first in this situation? Report the issue to higher management and seek their direct involvement to complete the job from the contract department. Arrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project. Arrange several meetings with the contract department and ask them to contract the project as it is critical for project success. Communicate with the contract manager to commit a budget for the resources required for project execution.
A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers.
What should the project manager do? Request an additional resource to assist in solving all of the impediments listed by the team. Determine and agree when a situation becomes an impediment to be solved by the scrum master. Request the team review and prioritize the open impediments to resolve all of them as soon as possible. Push back, explaining that a self-organized team should address all of the problems to get the work done.
A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements.
The project manager is concerned about scope creep.
Which action should the project manager take to control the scope? Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes. Accept only those changes to requirements that provide additional value to the project. Reject all changes that will increase the budget or increase the time line of the project. Accept only those changes that are approved by the change control board (CCB) prior to being implemented.
During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this could be a high risk for the project.
Which action should the project manager take? Facilitate a supportive level of engagement for this stakeholder. Ask the project sponsor for advice as it might be possible to work with another stakeholder. Perform a qualitative risk analysis using a probability and impact matrix. Ensure the key information is accurate and monitor the situation as the project progresses.
A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week.
What should the project manager do to prepare for the audit? Reserve story points for the next iteration if needed. Review the project information. Ask the development team to provide compliance information. Ask for a waiver during the audit.
A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository.
What should the project manager do to address this issue? Assign a team member to manage project artifacts. Audit the effectiveness of the management of project artifacts. Improve email communication protocols to manage project artifacts. Investigate new software tools used to manage project artifacts.
At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project.
What should the project manager do to move the project forward? Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project. Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements. Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.
A company is starting a critical project with a strict deadline. During the first planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery.
What should the project manager do first? Update the risk register and present a contingency plan to meet the deadline. Suggest to the customer to reduce the backlog to meet the date. Increase the capacity of the team to finish the project on time. Ask the team to propose a minimum viable product (MVP) to meet the date.
A project manager is working on a complex project with a high degree of change.
What strategy should the project manager use to ensure a successful project completion? Update the project management plan to reduce the possibility of scope creep. Schedule a regular risk review with the project management team. Increase the active engagement and participation of key stakeholders. Create a project change roadmap to keep track of all unforeseen changes.
A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product.
What should the project manager have done to prevent this? Trained client engineers to support the product after its delivery. Reviewed the project quality control plan with the client. Suggested a fixed-cost basis and included free bug fixes for 1 month. Planned how the delivered product will be supported after its delivery.
A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier without delaying the project.
Which action should the project manager take to procure the vehicles? Ask the technical team to revise the requirements, even if it requires extra budget. Arrange a meeting with the client to request additional time to find a new supplier. Review the existing service contracts to find an option to help procure the vehicles. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.
When a project is in its final stage, the project manager will request from the team to prepare a delivery acceptance document.
What is the importance of this document to the project manager? Needed to close the work breakdown structure (WBS). Needed to share it with the stakeholders. Needed to close out the project or a phase. Needed to release the team at the end of the project.
A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head.
What should the project manager do next? Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project. Review the terms of reference of the steering committee to include the vendor management head. Work with the sponsor on a communications management plan to obtain support from the vendor management head. Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.
A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration.
What should the project manager do? Bring the SME on board immediately and discuss the implications later. Ask the existing team members to collaborate with the SME and complete the activity. Ask the SME to complete all of the necessary changes, which will save time. Direct the team member to ignore the SME's changes as they were not planned.
During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone.
How should the project manager approach this situation? Apply additional resources to realize the early deliverable and ensure the next milestone is achieved. Focus on the deliverable of the next project milestone as per the client's strict instructions. Review the change management plan to discuss early benefits realization with the client. Evaluate whether the client's request will add extra features to the project deliverable.
A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks.
What should the project manager do next? Evaluate lessons learned from similar projects prior to deployment. Perform a qualitative risk analysis on the identified project risks. Review compliance and regulatory requirements with stakeholders. Conduct a feasibility analysis of deploying the solution globally.
A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time.
What should the project manager do? Welcome and involve the contractors as part of the project team. Ask the contractors to meet with the customer independently. Ask the customer to develop a document with the requirements. Warn and penalize the contractors who do not attend the meeting.
A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work.
What should the project manager do next to fulfill this resource need? Determine resource allocation options based on project priority. Apply changes to the existing resource allocations and inform the development manager. Meet with the sponsor to determine how to rebaseline the schedule. Inform the sponsor of the situation and request an extension of the target completion date.
During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint.
Considering a hybrid approach, what should the project manager do? Ask an external technical leader to provide input and plan the sprint. Remove the items from the product backlog since the size couldn't be estimated. Facilitate the discussion so that the team members can reach a consensus. Make the decision about the backlog items based on what makes more sense.
An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future.
What should the agile project manager do? Ask the team member to develop more expertise and become a subject matter expert (SME). Ask the team member to provide a training session for the rest of the team. Ask the team member to produce a lessons learned document and share it with the team. Ask the team member to record highlights the team may want to know.
During daily team standup meetings, team members constantly ask about which tasks they should focus on first.
How should the project manager ensure the team is fully productive? Review the project backlog during the team's standup meeting. Encourage project team members to prioritize the product backlog. Ensure team members are working according to the project plan. Work with the product owner to ensure the project backlog is prioritized.
A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively.
How should the project manager address this? Develop a schedule that ensures people with personal differences work separately. Invite the functional managers of the different units to address their personal differences. Use an approach to the project that does not involve colocation. Meet with the team and agree on expectations from team members.
A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money.
What should the project manager do next? Perform a cost-benefit analysis to evaluate using the Point B option. Add the issue to the change log and request additional budget through the change control board (CCB). Seek a decision from the construction team after explaining the project budget and schedule constraint. Use the Point B option because it will save the project cost and time.
A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies.
Before mandating any agile methods to be used in a project, what should the project manager do first? Provide agile training to those who will be part of the project team. Shift all existing projects to agile methodologies with a strict timeline. Pause the current projects to align them to the new agile cadence. Assess the organizational culture and readiness for the transformation.
A local company is developing a new product and, for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project's outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings.
How should the project manager address this situation? Determine the communication needs, environment, and tools to get the message across. Document the risk in the risk management plan and use contingency reserves to hire a local vendor. Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects. Review lessons learned from previous projects and organizational process assets (OPAs).
A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements.
What should the project manager do? Refer to the configuration management knowledge base for similar projects delivered in the past. Arrange for a workshop with the customer to understand the business values expected from the outcomes. Include a representative from the customer to work collaboratively with the team. Acknowledge that the current team needs improvement and hire more qualified team members.
A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements.
What should the project manager do first? Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables are submitted. Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding. Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables. Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.
A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes.
What should the project manager do next? Determine the impact of the risk and prioritize outcomes that do not affect the tax module. Delay developing the indirect tax module until the tax regulation comes into effect. Assess the impact of the risk with an expert and prioritize further outcomes with the client. Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.
An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors.
What should the project manager have done to prevent this from happening? Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders. Ensured the stakeholder who was providing additional funds remained interested in the project. Ensured the project team monitored and reviewed the project risk register periodically.
A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory.
How should the project manager support their claim to the vendor? Provide the failed test results along with the agreed-upon acceptance criteria. Share unsuccessful results from previous projects with a similar scope. Document in the risk log that the issues in the system were already identified. Show that the acceptance criteria were changed by the vendor without approval.
A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m.
What should the project manager have done to prevent this situation? Broken down the situation to identify the root cause Determined communication methods and channels Analyzed the boundaries of the negotiations for agreement Managed and rectified the ground rule violations.
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed-upon communications management plan. This key stakeholder, however, seldom attends the status report meetings.
What should the project manager do first to address this situation? Evaluate the communication needs to discover the gaps and adjust the original plan if needed. Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs). Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder. Provide evidence to the project sponsor that the project is on track and the communications have been sent.
A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints.
How should the project manager handle this situation? Engage a counselor to reconcile the situation between the team members affected. Control backlog assignments and reduce direct communications between team members. Revisit the ground rules and team communication protocols, and discuss what is happening. Require team members experiencing the conflicts to take a day off from work.
The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line.
What should the project manager do first? Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties. Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line. Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line. Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.
A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job.
What should the project manager do? Make arrangements with the resource's functional manager to relocate the team member to another existing project. Send a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract. Inform the human resource (HR) manager of this situation and ensure this news does not spread. Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.
In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline to conclude the project.
What should the project manager do first to meet the product leader's expectations? Change the project charter to indicate that the approach will be different. Inform the product leader that they must wait until the end of the project. Meet with the software team to review the possibility of monthly milestone reviews. Modify the project management plan to use an agile framework to incorporate milestones.
A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report.
What should the project manager do next? Ensure the team follows standard operating procedures (SOP) for creating a stakeholder report. Instruct the team to make only a graphical representation of all the data for the report.
Instruct the team to conduct a meeting with the stakeholders before finalizing the report. Instruct the team to analyze and interpret the data before including it in the report.
A project manager received a request to add features and functions to the project after the scope had already been established.
What should the project manager do? Follow the requirements management process. Follow the stakeholder engagement process. Follow the risk management process. Follow the change management process.
A project manager has expertise in the technical domain. The project manager frequently demonstrates unacceptable behavior toward other team members; however, when confronted, the project manager denies this behavior.
What is the reason for the project manager's behavior? The project manager lacks necessary empathy. The project manager lacks emotional intelligence (EI). The project manager was not properly trained. The project manager is in the wrong project role.
A project team member, who is inexperienced in system development work is not performing well. Currently, there are no other staff members available who are qualified to complete the work.
What should the project manager do? Assess the team member's development requirements and arrange for the team member to receive training. Seek approval from the project sponsor to use some of the project budget reserve to hire a new resource. Work with the functional manager to determine an incentive for the team member to complete the project. Request a substitute for the team member with a new resource who is more skilled in system development work.
A newly commissioned project has had trouble recruiting team members because the turnover rate is high. The human resource (HR) manager has conducted several exit interviews. Many team members have expressed that the project manager has inadequate relationship management competencies. The project manager explains that the exiting team members were lazy.
What should the project manager do to prevent this high turnover rate from continuing? Avoid micromanaging the team, enforce stricter rules, and monitor employees. Explain to the recruiting manager that a project is temporary in nature, making it different than an operational environment. Develop relationship skills as a leader and also develop the teams' emotional intelligence skills. Be more involved in the team member recruitment process to ensure qualified team members are chosen.
An enthusiastic, newly hired vice-president has been assigned as the product owner for a digital transformation project. The project manager advises the product owner that some of the functional requirements are not aligned with the chief information technology officer's (CTO) strategy. The product owner tells the project manager that the CTO is not part of the project and should not be engaged at this moment.
What should the project manager do? Advise the CTO about the possible impacts caused by the project. Influence the product owner to review the engagement needed from other stakeholders. Continue building the backlog since they are functional requirements. Review the organizational process assets (OPAs) for historical information from similar projects.
A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager.
What should the project manager recommend that the CEO do first? Create a framework to justify project execution. Utilize an agile approach for all upcoming projects. Create a framework to support project success. Utilize a predictive approach for all upcoming projects.
A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.
To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two.) Encourage team members to cross-check decisions with the project manager. Vet all of the decisions before execution. Allow team members to make limited decisions. Organize and assign team members to tasks where they have strengths. Support team members to make decisions in their areas of strength.
A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely. Some team members returned to their hometowns, and they are now requesting reimbursement for operational expenditures.
What should the project manager do? Review the budget and allocate funds for the reimbursements. Update the project management plan with the incurred costs. Ask the team members to draft a justification before processing the reimbursements. Follow the Perform Integrated Change Control process and submit a change request.
An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time.
What should the project manager do to address the problem? Assess the situation to understand how the organization's culture impacts the decision-making process, and coach the team toward a new model. Adopt an autocratic leadership style and dictate all decisions in order to speed up the team's velocity. Invite senior leadership to a team-building workshop and restate the importance of accountability and leadership under the new company direction. Define clear guidelines on how decisions should be made under the new organizational policy and reinforce them with the team on every occasion.
A project manager is working on a financial system implementation project for a government company. One of the key stakeholders, who uses predictive approaches, does not like virtual tools such as chats, task trackers, and so forth. They prefer email, telephone calls, and face-to-face meetings.
How should the project manager approach this situation? Use regular screen-sharing sessions to show the progress to the stakeholder. Align and agree with the stakeholder on the communication approach. Ask the manager to use virtual communication tools and online dashboards. Create a digital dashboard to meet the manager's information needs.
A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project.
What should the project manager do to get the most value from this team member? Advise the team member not to share personal information from past projects with the entire team. Consult with the project sponsor to find out if it is allowed to share personal information with the entire team. Advise the team member to focus on the current project and consider the past conflicts as lessons learned. Consult with human resources (HR) and check company policies on what is allowed to advise the team member.
During project initiation meetings, the project manager of a 9-month project states that a specific task would be out of schedule. At the project kick-off meeting, a key project stakeholder strongly objects, stating that this task is the key value of the project and should be completed on time.
What should the project manager do to reduce the chances of having a strong rejection from stakeholders during the project initiation stage? Develop a stakeholder-by-stakeholder engagement assessment matrix. Send a letter to the stakeholders to inform them about the project scope and start date. Schedule meetings with key stakeholders in advance to gather feedback on the project scope. Identify stakeholder rejection as a risk in the project risk register.
On a project with multiple international locations, a trend for delays has been flagged. When looking into the issue, the project manager realized that some of the key activities were scheduled over the holiday periods in the overseas offices.
What should the project manager do next? Update the schedule to reflect the holidays and notify the project sponsor of the delayed completion. Hire additional personnel on a temporary basis to cover the extra workload during the holiday seasons. Request that the offices in overseas locations work overtime to mitigate schedule slippages. Update the schedule to reflect the holidays and share the workload among offices to mitigate schedule slippage.
A new team member on a self-organizing team is finding it difficult to deliver due to the new technology being used in the project.
What should the project manager do in this situation? Delegate other team members to complete this team member's tasks. Mentor the team member and provide the necessary training. Request the team member to move to another team. Include the team member in an improvement program through a human resources (HR) request.
A project manager is managing a project that requires specialized architecture services. This project was identified as a high risk for the organization. The project manager works with an external architect who is highly specialized. However, the architect will soon resign because they accepted an offer from another firm.
What should the project manager do next? Discuss this with the project team, assess the impact, and decide on the appropriate actions to follow. Ask the architect for the contact details for their new employer and call their account manager. Call the account manager and ask them to retain the expert by offering them an incentive. Escalate the issue to the procurement department and ask them to discuss this with the vendor firm.
A project manager is working on a multinational project that has more than 100 stakeholders. The project manager is concerned about the appropriate stakeholder participation and involvement level required for successful project delivery.
What should the project manager do? Communicate with the stakeholders to find a solution. Review the issue log with the project stakeholders. Evaluate the stakeholder engagement assessment matrix. Perform a stakeholder assumption and constraint analysis.
A new engineer was assigned to a project. Although the engineer has adequate skills for the job, they always wait for authorization from the project manager before acting.
What should the project manager do? Obtain related training for the new team member. Determine the appropriate level of decision-making authority and empower the engineer. Make all of the decisions for the engineer in order to keep the workflow on track. Replace the resource with an experienced engineer.
A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework.
How should the senior project manager respond? Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements. Monitor resource allocation to ensure that team members work 8 hours per day. Assign project tasks to the team regardless of their skills to accomplish the project schedule. Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.
An agile team is working on a 2-week sprint to deliver business value. About 1 week after the sprint starts, the team members do not feel confident about the product increment they are building. They do not want to wait until the end of the sprint and want to validate the product increment with the product owner now.
What should the project manager do to mitigate this risk? Extend the sprint end date in anticipation of feedback from the product owner that will require extra work. Schedule an additional interim demo with the product owner. Address the issue as part of the retrospective. Ask the team to work overtime toward the end of the sprint to meet the original sprint end date.
An agile team has completed five sprints. The final product is expected to be delivered in another three sprints. The project manager receives a call from the technical resource manager that one of the developers must take leave for the next 4 weeks, with no temporary replacement available. This is going to significantly impact the deliverable.
What should the project manager do? Request additional funding from the sponsor to obtain a new resource to fill in the gap. Inform the customer of the impact immediately and prepare for escalation. Ask the product owner to stretch the delivery team further to complete the final product in the original timeline. Perform an impact analysis, readjust the schedule as needed, and communicate the changes to the customer.
A project lead is working on an agile project to build the team's vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed? Refuse to let the team proceed with the work based on their decision. Take the technical team lead aside and try to persuade them to change their vote. Note the reasons for the disagreement and let the team proceed. Set up a meeting with the project champion and ask them to intervene.
A project manager is newly appointed to lead a project team that will be working remotely. The project manager decided to use a set of tools that worked well for previous projects. However, a few team members are not happy with this plan.
What should the project manager have done to avoid this? Delegated the responsibility of selecting the collaboration tools to the project's technical lead. Met with the project team to determine their collaboration needs and identified tools that will work best. Allowed the project team members to use the tools that will work best for them for this project. Asked the project sponsor for approval to purchase the newest collaboration tool on the market.
In the daily check-in meeting, a team member informs the project team that the licenses for one of the components that will be used will expire in a couple of months. The licensing cost is significant.
What should the project manager do next? Evaluate the impact of nonrenewal of the license. Escalate the licensing issue to the product owner. Add a spike to the backlog for an alternative design. Raise a change request to secure the renewal.
A project manager leads a development project for a mobile chatting application. One of the experienced developers constantly creates conflicts with the other team members. As a result, the other team members are refusing to work with the developer. Since the developer is a high performer, the project goals may be negatively impacted if they leave the team.
What should the project manager do in this situation? Meet with the developer and ask them to be respectful with the other team members and work together as a team. Meet with the team members and developer individually to understand the situation and build an action plan accordingly. Collect the team's feedback and send it to human resources (HR) to resolve the conflict. Arrange a team-building training session and require all of the team members to attend.
A project manager is leading a strategic and competitive advantage project for a healthcare organization that is in its testing phase. The team has been working on this project for 6 months, and the morale of the team is low due to the schedule.
What can the project manager do to motivate the team? Continue to perform the last phase of the project with the project team as this will benefit the organization and provide a competitive edge. Talk to the business team about the project phase and the team's commitment, and request a monetary reward for the team. Speak with the project management office (PMO) and request a 2-week extension of the schedule so the team can have rotational time off. Meet with the horizontal team managers to recognize the team members and give rewards and promotions upon completion of the project.
A project manager starts to receive emails from different stakeholders requesting information about the project status.
What should the project manager do to avoid this in the future? Schedule weekly project status meetings with all stakeholders including the customer and internal resources. Include the project stakeholders' needs while planning the project communications strategy. Designate a team member to respond to the emails from these stakeholders. Include the stakeholders' emails in all of the project status communications.
A project manager is working as a servant leader for a pilot project to adopt agile practices. After three sprints, the team demos the product to the main stakeholders, but receives negative feedback about the product's features. The team feels that all the features met the acceptance criteria defined by the product owner and does not understand what went wrong.
How should the project manager mitigate the product rejection? Share the product backlog for the main stakeholders to review in advance. Engage the main stakeholders in the upcoming sprint review sessions. Create dedicated sprints to implement feature fixes for the rejected ones. Ask the project sponsor to evaluate the assignment of a new product owner.
A project team has installed software for the client, passed the knowledge to operations, sent the final report, and celebrated. Then 1 week later, the client sends a list of requirements that have not been met. The client is requesting to fix the issues quickly and within the initial budget.
What should the project manager have done to prevent this from happening? Reviewed the acceptance criteria and obtained client approval. Allocated a risk budget for any post-release improvements. Conducted a pilot to understand the client's performance parameters. Established meetings with the client throughout the project phases.
A project that is using an incremental approach has colocated team members and is using a kanban board to visualize the work in progress (WIP). A key external stakeholder requests that all project activities be placed on hold until a status report is distributed.
What should the project manager have done to avoid this situation? Stored project documentation in a shared folder. Organized monthly meetings with the external stakeholders. Invited all of the stakeholders to daily standup meetings. Sent weekly status update reports to all of the stakeholders.
A high-performing team is involved in a project with a new domain. The team is unable to deliver as expected.
What should the project manager do? Support the team in identifying the area of development and address the gap. Dissolve the team and include the team members in other existing teams. Identify the struggling team members and move them out of the team. Set up a clear expectation that the team is to deliver as in their previous projects.
During a project meeting, the project manager expressed the importance of delivering reports on time. These individual reports will be consolidated into a single report. One of the team member's reports was not delivered on time and therefore the report could not be integrated with the other reports. This demonstrates a lack of teamwork and impacts project success.
What should the project manager do to resolve this issue? Assign the task to someone else on the team. Discuss it with the team member in confidence. Discuss this matter during the project meeting. Include this item in the risk register.
A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed.
What should the project manager do? Meet with the design manager to ask for the necessary approval. Invite a design team member to the next daily meeting.
Update the issue log and escalate it to the project sponsor. Replace this iteration deliverable for one without any blockers.
A project manager has been assigned to lead an IT project to store information on sold lottery tickets. During the project execution, a failure in the system caused
10 numbers to be sold two times. This happened during the month of greatest demand because the prize was the highest of the year. The project team is concerned that one of those tickets could be the winner.
What should the project manager do first? Reassure the sponsor by explaining the probability of this risk materializing is extremely low. Carry out tests to verify that the system does not fail again due to the high occurrence of events. Review the list of risks to verify that this issue was considered and execute the detailed action plan. Inform the sponsor about the issue and make a request for sufficient funds to be made available.
A project manager is working on an agile project in a changing business environment. The project sponsor is worried about benefits realization and asks the project manager to pay attention to changes that can affect the project.
Which action should the project manager take to identify changes that may affect the product? Implement face-to-face communication between the team and product owner to change the iteration objectives as needed. Stop the iteration as soon as possible in case an external change that makes the product invaluable is identified. Take action to reprioritize the backlog after every iteration to evaluate if user stories are still valuable to the business. Apply a pair programming technique to react to changes immediately, even in the middle of the interaction.
A project manager is working on a major construction project. Part of the agreed-upon plan was to use a cloud-based system with a server that runs on high- speed internet service since most of the team members work virtually. The company needs to reduce operating costs as much as possible and management insists that the project will now use a system running on a conventional dial-up service.
What should the project manager do next? Agree with management and continue working the project management plan. Evaluate the impact of this decision and communicate with management. Replace some of the team members that work virtually to help the company save money. Meet with management about their decision and ask them to get another project manager.
In a geographically distributed team, a developer continues to delay a coding activity. This activity is on the critical path. The project manager found out that the delay is due to the developer's lack of understanding of the customer requirements shared by the off-site team.
What should the project manager do? Replace the developer with a skilled resource. Perform a root cause analysis (RCA) with the team members. Facilitate communication to ensure clarification of the requirements. Conduct frequent performance reviews.
A project scope statement has been approved, and the project manager and core team have been assigned to the project. Suddenly, the project manager takes a temporary leave of absence due to a medical emergency. While the project manager is on leave, the team develops the project schedule. When the project manager returns, a detailed schedule is almost complete.
What should the project manager do? Ensure that the schedule is aligned with the vision and objectives. Escalate the compliance issue to the project management office (PMO). Congratulate the team and move on to the execution phase. Develop a new detailed schedule with the team and project sponsor.
A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board
(CCB).
What should the project manager do now? Notify the project team about the change request's approval. Include the new branch of the bridge in the design. Communicate the decision to the stakeholder who requested the change. Evaluate the adjustments to the project management plan.
A project is near completion but it is behind schedule. The contingency budget has already being used, although the remaining budget should be enough to complete the project. The only subject matter expert (SME) assigned to the project has been asked by their manager to solve a problem in the operations department.
What should the project manager do? Escalate the situation to the project sponsor. Free the resource to handle the operations priority. Ask the manager to submit a change request. Design a negotiation strategy for this situation.
A vendor has manufactured a complex product. During a factory acceptance test, several deficiencies were identified. Product delivery is on the critical path, and any delay would impact project completion.
What should the project manager do? Initiate regular conference calls with the vendor for status updates to keep this item in focus. Hold the shipment until the rework is completed at the vendor's facility to eliminate extra work on-site. Assess the schedule impact and evaluate the most feasible solution to keep the project on track. Ship the package as is, complete carryover work on-site, and back charge the vendor for the rework.
A project manager assigned to an education project needs to train a workforce in application development. The customer is responsible for providing the training center, and the deadline to start the first training is in 2 weeks. The customer calls to say that the center will not be available in 2 weeks due to some unforeseen problems.
What should the project manager do next? Apply the terms and conditions of the contract with penalties. Issue a change request to reflect the anticipated date for training. Help the customer find an alternative location to start the training. Update the project schedule with the new date for training.
Knowledge sharing has been a key priority for a complex technological project with a large number of team members. During the project execution phase, the project manager receives numerous complaints from all team members that they are overloaded with knowledge-sharing emails, which contain useful information but are unmanageable due to the high volume.
What should the project manager do to solve this problem? Establish an unofficial communications method for the team to share knowledge and lessons learned. Establish a pull communications method to access knowledge repositories and lessons learned. Establish an interactive communications method between stakeholders to share knowledge and lessons learned. Establish a push communications method for the team to share knowledge and lessons learned.
A project manager is assigned to a technical research project. The project team has already been assigned, and the main subject matter expert (SME) sends the project manager a list of the technical skills required for the execution of this project.
What should the project manager do next? Discuss the list with the project sponsor to confirm that the resources have the required skills. Ask the functional manager to review the resource pool and recommend the right individuals to join the team. Meet with the project team to understand their skills and identify potential gaps and training requirements. Send the list to the project team and ask them to get training on the required skills.
A client wants to create an innovative software for the travel industry using an agile approach. A project manager from the company was assigned to work on the details and estimates as requested by the client.
What should the project manager do before sending the information to the client? Put the tasks with estimates in the backlog and clarify that the project will not need any reserves. Sequence the tasks with estimates and add standard risk reserves to use for software development. Analyze the tasks, provide estimates, include a prototype demo, and send to the client directly. Work with the team to understand their views and add the appropriate dependencies and risks.
According to this burnup chart for the last 7-day sprint, what should the project lead address with the product owner and team? The product owner should not ask the team to change their sprint commitments. The team is accepting too much work in the sprint after it has started. The team is not meeting the expectations of the product owner. The team should have stopped on day 4 and started a new sprint.
After the merger of two large companies, a project manager is assigned to a project. The company hires a consultant to ensure best practices are being used in information security. During an iteration, the consultant requests changes to a software component, claiming that it is not meeting market requirements.
What should the project manager do? Continue the iteration and add the requested changes. Continue the iteration and review the change with the customer. Cancel the iteration and meet with the product owner. Cancel the iteration and add the requested changes.
A project manager is managing the scope of the project and creating a work breakdown structure (WBS) with the team members.
How should the project manager organize the WBS? Customer oriented Team oriented Cost oriented Deliverable oriented.
Two members of a new project team disagree on the best approach to solve a problem. The conflict has been going on for 1 week. The two members are tense around each other and are taking everything personally.
What should the project manager do? Help the team members to resolve the conflict in a way that results in the best team performance. Offer a compromise that is acceptable to both team members, even if it may not be the best solution. Understand each team member's argument and select the one that results in less risk to the project. Send both team members to the human resources (HR) department for an acceptable resolution.
A project to construct an electricity generation plant is on site near a nature reserve. An environmental activist group is questioning the need for the project. The customer has informed the project manager to disregard the group as they are not in support of the project.
What should the project manager do next? Ask the customer to contact the activist group and let them know the project status and completion date. Add the activist group to the list of stakeholders and analyze the impact they may have on project delivery. Obey the directive from the customer since they are funding the project and are the most important stakeholder. Request the project team disregard all communication from the activist group and continue with their project work.
A project manager is leading a project that is in the execution phase. Due to a company reorganization, some key project team members are likely to leave the project.
What should the project manager do next? Discuss this issue with the affected team members and support them during the transition. Start looking for replacements as soon as possible to help prevent any schedule slippage. Engage with the project sponsor to ensure that this change does not affect the project execution. Determine the impact to the project and implement mitigations per the project management plan.
In the past year, a company paid US$60,000 to an external subcontractor for an ongoing project. The project manager has been asked to evaluate if the project can be delivered more cost effectively this year by using internal labor. The project manager used an optimistic term of 4 months, a pessimistic term of 6 months, and a most expected term of 5 months, and has concluded that the service can be delivered with the following resources:
✑ Two engineers (monthly salary of US$700 each)
✑ One project manager (monthly salary of US$1,600)
✑ Additional estimated monthly expenses of US$2,000
The project manager used the program evaluation and review technique (PERT) to calculate the savings if the project is delivered with in-house resources.
How much money will the project manager estimate the company can save? US$35,000 US$20,000 US$40,000 US$30,000.
A project is ready to deliver the first batch of the product when a quality control check rejects the product as unfit for delivery. The root cause analysis (RCA) shows that a component added as part of the latest change request was not tested throughout the development cycle.
What should the project manager do next? Review the change control process to ensure quality management artifacts are updated as part of the change. Review the quality management process and perform a process audit as part of ongoing quality assurance. Review the communications management plan to ensure change requests are communicated to the affected team members. Review the quality management process with the project management office (PMO) to ensure compliance with best practices.
A project manager has been assigned with initiating a large project to deliver complex equipment. Part of the project will be the result of a long research process, but once this is completed, the other part of the project must be incrementally delivered to the customer.
Which approach should the project manager choose for this project? Adaptive Hybrid Predictive Agile.
A project team strongly encourages the project manager to purchase an application that will significantly reduce work time. Without the application, the deadline might be missed. However, the purchase will impact the project cost. The sponsor would like to explore a less expensive application that will save the team's time.
What should the project manager do? Raise a change request. Create a decision tree. Purchase the application. Analyze assumptions and constraints.
A project manager is leading an engineering project. The project manager must obtain some certifications before mass production, which is scheduled in 3 months. The certification process will require at least 6 months.
What should the project manager do next? Discuss extending the mass production timeline by 3 months with the project sponsor. Assess and evaluate the certification process and understand the best and worst case scenarios. Engage a consultant to shorten the certification process to meet the schedule requirement. Meet with senior management to discuss the possibility of an extension to the project timeline.
In the middle of the execution phase for a big project, a new stakeholder who was unfamiliar with the project joined the board of directors and is influencing the decisions made in the project. This change is impacting the project's progress.
What should the project manager do first? Inform the client about the change. Update the risk register with a new risk. Present the project to the stakeholder. Revise the project schedule.
During an iteration review session, some product features are at risk of being canceled due to high operational costs when the product is launched into a production environment.
What type of analysis should the project lead have conducted to avoid this situation? Benefits analysis Risk analysis Capacity analysis Gap analysis.
A project to build a new energy plant was just completed. However, a few days before operation of the plant, the local community protested and closed access to the plant. They argue that an important natural reserve was impacted and prior consultation was not done by the project team.
What should the project manager verify first? Stakeholder engagement plan Cost-benefit analysis Business case Risk management plan.
A project manager is using a subcontractor for mobile application development. When the project team tests the application, they realize it does not comply with the new company user-interface standards. Even though these new standards were not included in the statement of work (SOW), the subcontractor agrees to the additional scope as long as payment for this additional work is paid immediately.
What should the project manager do? Negotiate new pricing based on the revised estimations from the subcontractor that reflect the new work. Initiate a change request and review the contract to evaluate the payment options before responding.
Deny the subcontractor's payment request, because the product does not comply with the project needs and close the project. Initiate a change to incorporate an immediate payment milestone in the contract as per the subcontractor's request.
A project manager is leading a large public project that will have a high impact on the town's citizens.
How should the project manager define the different requirements? Analyze the interests and influence of stakeholders and evaluate their requirements. Include only the key requirements and keep the stakeholders informed about scope decisions. Add only the opinions of the team, because they know the objectives of the project. Include only the common requirements of each stakeholder group in the project goals.
A project manager is assigned to a regulatory project for their country. The deadline for delivering results in compliance with the new laws is very tight, and the project team members have not yet been assigned. One of the project manager's peers informs the project manager that a project with the same scope for a different country was completed 1 year ago.
What should the project manager do first? Register a new risk in the risk management plan. Review organizational process assets (OPAs) and perform analogous estimating. Ask for additional resources and review the project estimate. Complete a bottom-up estimation for the project activities.
The team lead on a project has left the organization and management wants to promote engineer A to this position. The project manager is confident that selecting engineer A will add problems to the project and believes that engineer B would better fit this role. The project manager discussed all of the arguments with management but their decision remains unchanged.
What should the project manager do? Promote engineer B instead since the project manager has the authority to make this decision. Help engineer A to become familiar with this new role and ensure engineer B stays motivated. Coach engineer B to be prepared to perform this role if and when engineer A fails. Request management approval that engineer B will be promoted if engineer A fails in this role.
A project manager has been assigned to a new project that will be delivered using an agile framework. The sponsor is asking for a cost estimation to build the business case.
What should the project manager do? Ensure the client representative is involved in the estimation. Ensure that a 20% contingency is included in the estimation. Review the completion costs of similar projects. Review the lessons learned from similar projects.
A company is interested in reducing production costs in one of its production lines. When the project charter was about to be approved, one of the key stakeholders questioned the project's value and caused a delay in the approval.
What should the project manager have done to avoid this setback? Developed benchmarking Assessed feasibility and impacts Detailed the project charter Analyzed stakeholders.
The project manager just started leading a project team from which the previous project manager resigned. After a quick evaluation of the project, it is apparent that team morale is low due to continuous disagreement about how to complete tasks. Tasks are taking longer than forecasted and the project is off schedule.
What should the project manager do? Conduct a meeting with the project team to discuss and address the sources of disagreement. Crash the project timeline to ensure the project is back on schedule. Inform the stakeholders that the project will be delayed due to previous team management. Issue a change request to extend the project schedule based on identified delays.
The deliverables of a project have been completed. However, the stakeholders did not approve the deliverables, because they did not cover the needs of the business.
Which actions should the project manager have taken to avoid this situation? Defined the project management plan and ensured it met the project objectives and business needs. Ensured that the stakeholders participated in the daily meetings to confirm that the project was developing correctly. Provided and explained the sprint backlog at the beginning of the project to the stakeholders and project team. Requested that the team change the frequency of the deliverables in the development phase to obtain earlier feedback.
Companies A and B are codeveloping a cutting-edge technology product. Based on customer feedback, the marketing department urgently requests a new feature in 2 weeks. Company A's front end is ready, but company B requires 4 weeks to deliver the complete back end and is busy with the current release.
What should the project manager do to obtain agreement from both companies and acceptance from marketing? Plan the delivery of a minimum viable feature in 2 weeks to enable early showcasing of business value. Stop the current release work for 4 weeks in order to work and deliver the new feature completely. Create a special release 4 weeks after the current release to deliver the new feature in its entirety. Add the new feature to the list for the next release and continue working on the current release.
A project manager has been assigned to deliver a challenging project on time and within budget. The project manager needs to empower the team members by removing organizational impediments and facilitating collaboration.
What should the project manager do to lead the project? Use a servant leader approach. Act as the project owner. Perform the project sponsor activities. Assume the functional manager role.
Some of the team members who are working on a new software tool are in a public space, arguing over a new feature being coded instead of completing the coding.
How should the project manager handle this situation and get the team to complete the task? Contact the human resources (HR) department to tell them there is an argument in a public space and that they need to intervene immediately. Engage in the conversation in the public space by telling them the expectations of the feature and advise them to return to their workspace. Listen to the argument from a nearby location to understand the situation, then offer insight into the features when the team is calm. Bring the team members to the meeting room to discuss the new feature and to reach a common understanding of the necessary coding.
A project manager is managing a government project that targets the development of small businesses in remote towns. The project team is having difficulty conducting entrepreneurship training in some of the targeted towns because the local municipal governments will not authorize the training. As a result of the delay, project implementation is at risk.
What is a probable reason for this? The project should have constructed training centers in the remote towns. The project did not identify and engage the correct stakeholders. The project did not fully engage the project sponsor. The project should have representatives in all the remote towns.
A project is in progress with a team that is new to agile approaches. After the first sprint review, the team performance begins slipping, and the conclusion is that there is not an adequate flow of work for the team.
What should the project manager do? Provide the product owner with training. Submit a change request to rebaseline the project. Change the project approach to hybrid. Discuss the issue with the stakeholders.
During iteration two of a project with two teams (A and B), the project manager is concerned that there are two critical activities from team A that must be started in iteration four. Additionally, these two activities are dependent on an activity from team B that has not yet been prioritized.
What should the project manager do? Cancel the current iteration and reschedule it with the dependent activity. Include the dependent activity in the current iteration for team B. Ensure team B prioritizes the dependent activity in iteration three. Assign the two critical activities to team B in iteration two.
A project manager is assigned to a new project team that has several stakeholders who can have significant influence over the project outcomes. The project manager categorized the stakeholders into four different groups and wants to define the communication strategy.
How should the project manager handle communication? Define and direct communication to influential stakeholders. Develop and define a communication strategy for stakeholders. Utilize a uniform communication structure across all groups. Describe the four groups in the project stakeholder matrix.
An agile project started 6 months ago. Since the beginning of the project, there have been disagreements among team members regarding daily meetings since some of the team members are not available at the same time. The project manager is convinced an agile team should be self-organizing, and that meeting times should be worked out by the team.
What should the project manager do? Establish a team charter. Recognize the team's contributions. Assign a team leader. Establish a project schedule.
A team has been working for some time on a project with incremental deliveries. The project manager noticed that one of the team members is less engaged in team meetings, yet delivers promptly. While discussing the source of demotivation, the team member informed the project manager that this is due to a feeling of lack of skills in dealing with new tasks.
How should the project manager address the issue? Replace the team member with a resource from another team who already has the requisite training and skills needed. Review which tasks the team member would feel more motivated to work on, then assign those tasks to the team member. Discuss growth and development needs with the team member and provide learning opportunities accordingly. Create a self-paced learning plan with the team member during working hours, with checkpoints on learning progress.
In a hybrid project, the customer has issued a contract that specifies the deliverables for each quarter. The customer wants to show their stakeholders a tangible outcome in the first quarter and wants to move the second milestone to the first quarter. The project manager explains to the customer that it is not feasible unless the requirements for the second milestone are changed.
Which two actions should the project manager take? (Choose two.) Ask the customer for their priorities regarding the requirements for the second milestone. Escalate the issue to upper management to resolve the problem, and suggest a plan. Convince the customer to leave the second milestone in place and not change it. Tell the customer that moving the milestone has a very high impact on the cost of the project. Go back to the development team and discuss which second milestone requirements can be performed in the first quarter.
A project team is conducting sprint planning. At the end of the sprint, the product increment must be deployed on a customer's site. The product owner received an email from the account manager that the customer may not be ready to install the new version of the product.
What should the project manager do? Ask the sales team to inform the customer. Contact the customer's project manager. Ask the product owner to inform the customer. Contact the customer's technical lead.
A project development team is located in different areas around the world. Last week, a very important release was delayed because one of the developers did not respond on time to an email that was sent to everyone. The developer seems to have missed reading the email.
What should the project manager do to avoid these situations? Review the stakeholder engagement plan. Review the resource management plan. Review the risk management plan. Review the communications management plan.
During a sprint, one of the team members found an issue. According to the team member and the product owner, the issue has a higher level of importance than the other features of the sprint, but is not a roadblock to completing it.
What should the project lead ask the project team do? Avoid the temptation to make any changes and address the issue in the next sprint. Submit the issue to the change control board (CCB) to evaluate and formally approve a plan to address it. Address this issue only as it has a higher priority than the remaining features of the same sprint. Follow the sprint plan by delivering the features established for the sprint and prioritize the issue in the backlog.
An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. The client has rejected hiring the external resource because of the high cost, even though it is within the project budget.
What should the project manager do to resolve this issue? Try to accomplish the task internally by leveling resources from other projects. Ask the client for a meeting and explain that the task will not be performed. Evaluate the consequences and meet with the client to explain the possible scenarios. Hire the resource in order to achieve the project objectives.
The project team is experiencing schedule delays due to issues arising with suppliers. Some of the tasks are on the critical path.
What should the project manager do in this situation? Discuss the critical path issues with the purchasing department. Review the critical path with the stakeholders to define next steps. Review the work breakdown structure (WBS) with the suppliers. Escalate the supplier-related issues to the sponsor for resolution.
In a daily standup meeting, a project manager notices that a team member's reports include incomplete tasks with no impediments. A colleague informs the project manager that this team member is experiencing a personal issue.
What should the project manager do? Ask the human resources (HR) manager to speak with this team member. Coach the team member on how to keep work and personal issues separate.
Reallocate this team member's tasks to others for the immediate future. Understand the team member's personal issue and offer them support.
During sprint planning, the product owner wants to prioritize items with high business value. However, the project team is concerned about technical debt and infrastructure dependencies to deliver the expected value.
How should the project manager handle this issue? Support a voting exercise so all team members can express their opinion and the reason behind their vote. Support the project sponsor so the decision is made top-down and the team follows the provided direction. Support the product owner so only items with high business value are included in the next sprint. Support the project team so technical debt and infrastructure dependencies are included in the next sprint.
In a project, one team member has been asking for directions and what actions to take on many tasks. As a result, the team member has performed slowly in project delivery.
What should the project manager do to help this team member? Assign another senior team member to coach the team member. Address the team member's performance accordingly. Empower the team member to make decisions. Mentor the team member on a regular basis.
A project manager has noticed that a critical team member is consistently arguing with a client. This has started to have a negative effect on the meetings.
How should the project manager address this? Talk to the client privately to highlight the situation. Explain the impact of the scenario to the project team member. Remove the project team member from all future meetings. Recommend a performance improvement plan to the project team member.
A company plans to initiate a project involving a new technology. Approval for the project is required.
What should the project manager do? Review the cost and schedule baselines for execution. Define change management for the new technology. Identify the risks in implementing the new technology. Analyze the cost and identify the project benefits.
A project manager is performing the role of scrum master for a team of developers. There is a conflict among the developers, generated by differences in how a feature can be delivered. The project manager organized a few spikes to resolve this conflict.
What should the project manager do next? Organize a multivoting event to achieve consensus of the whole team. Allow the team to decide on their own which option should be implemented. Organize more spike events until consensus of the team is reached. Ask the project sponsor to decide which option should be implemented.
In the middle of a software development project, the lead design programmer accepted an offer from a competitor. The project manager needs to find a replacement to meet an upcoming milestone.
What should the project manager do? Consult the risk response plan. Update the resource calendar. Issue a request to the change control board (CCB). Assign the tasks to another team member.
A project manager notices a conflict in the team on both technical and interpersonal levels during the execution phase of a project.
What should the project manager do? Hold a team meeting to understand and address the conflict. Schedule a monthly meeting to handle all project conflicts. Address the conflicts during the lessons learned session. Hire an external consultant to lead an organizational intervention.
In an agile project, the team decided to have a rotating group of facilitators for the daily scrum. Overall, most of the facilitators have grown and done well in this role; however, a few of them tend to run inefficient daily scrums.
What should the project manager do next? Praise the team for self-organizing and growing, then work one-on-one with the facilitators, as needed. Return to using the scrum master as the facilitator for the daily scrums now that the trial period is over. Ask the facilitators who are doing well to continue and recommend that the others stop facilitating. Retrain all team members on daily scrum facilitation to ensure there is consistency in the approach.
A project manager discovers that the project team is spending a large amount of time delivering several reporting formats for the same project updates to multiple stakeholders.
What should the project manager do to reduce the time spent on these activities? Update the communications management plan to remove less influential stakeholders. Delegate all of the stakeholder communications activities to a project team member. Segment the types of communications to be delivered to different stakeholders. Hold biweekly status meetings to deliver information to all stakeholders at once.
A project manager has been transferred to another country to work on a key project. The project manager successfully completed the planning phase and has started the execution phase, reporting good progress. During the last meeting with the project sponsor, the project manager was told that some stakeholders have complained that the project manager's emails are very harsh.
What should the project manager do to solve this situation? Determine the level of influence of the stakeholders who are complaining. Change the communication mode from emails to meetings to reduce stakeholders complaints. Adjust the communications management plan to gain stakeholder trust. Explain to the sponsor that the communication model being used is from company headquarters.
When trying to track project benefits, a project manager realizes that some key performance indicators (KPIs) are not yet defined.
What should the project manager do? Forward the issue to the benefit owner and ask them to collect the missing data and build the KPIs. Coordinate with the benefit owner to track and collect the missing data and build the KPIs. Work with the business analysts to track and collect the missing data and build the KPIs. Ask the program manager to track and collect the missing data and work to build the KPIs.
A project manager is assigned to work on a complex and innovative project. The technology being used and developed is new and complicated, and most of the stakeholders are unfamiliar with it.
Which approach should the project manager use as a servant leader? Escalate the issue with upper management to find a novel solution for this situation. Contact the project sponsor to get those stakeholders removed from the project. Allocate resources to provide training about the new technology to the stakeholders. Ask stakeholders to find and self-fund education about this new technology.
A project is in the start-up phase of the project life cycle. The project team consists of 20 people from five different countries. The project team is scheduled to have quarterly face-to-face meetings. However, due to unforeseen circumstances, no face-to-face meetings can occur. The project manager is concerned that the team may not be able to fulfill their individual roles without face-to-face meetings.
What should the project manager do in this situation? Utilize virtual teams for meetings and deliverables. Use the contingency reserve and subcontract the work. Review the risk register for this unforeseen circumstance. Ask for an extension of time on the project deliverables.
A key project stakeholder does not attend any of the project meetings and is providing false information that the project team is not delivering on time.
What should the project manager do to address this situation? Email the latest status report to the key stakeholder. Discuss communication needs with the key stakeholder. Create a new communication artifact for the key stakeholder. Share the meeting recordings with the key stakeholder.
A customer reviewed the plan for a project with high uncertainty. The customer expressed concerned about the work requiring so many iterations with a risk of not reaching the mandatory delivery date.
Which approach should the project manager use in this situation? Predictive approach Kanban approach Hybrid approach Agile approach.
A project manager encounters a governance issue during the project execution phase. One of the team members complains about receiving assignments from multiple people and states they are not able to work effectively.
What should the project manager establish first in the project governance structure? Clear project work breakdown structure (WBS) and timeline Resource management and conflict resolution plan Risk management and issues resolution plan Clear responsible, accountable, consult, and inform (RACI) matrix.
A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online e-learning courses.
The project manager will take over the project once the supplier has been sourced.
What should the project manager do before the project starts? Ask the project sponsor to involve the legal department in the negotiation for the project agreement. Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process. Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project. Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.
A company is about to start a complex research project. Due to the level of uncertainty, the project manager recommends the use of a hybrid approach; however, the organization only has experience with predictive projects.
How can the project manager strategize the use of a hybrid approach to the organization? Submit a notification to the project team confirming they will be using a hybrid approach on the project. Send a letter to the project management office (PMO) requesting to use a hybrid approach. Create a project change request to execute the project using a hybrid approach. Present the benefits of a hybrid approach to key stakeholders to get their support.
During project implementation, one team finds out that a key project deliverable was not budgeted.
What should the project manager do first? Escalate the issue to the project sponsor for resolution. Hold the team accountable and ask for an immediate solution. Meet with the team to discuss alternatives. Remove the deliverable from the project scope.
During the final stage of the launch for a new design, team members are having a conflict about some features of the design.
What should the project manager do? Call a stakeholder meeting along with team members and seek consensus. Ask stakeholders to reduce the scope in order to meet project deadlines. Ask the project sponsor to make the decision about the design features. Review the design with the team members and propose a new launch date.
An agile team is developing a new content management system. Some of the team members are struggling to deliver certain features since they have never worked on this type of solution.
What should the project manager do? Ask the team to read through all of the available system documents. Encourage the team to hold a knowledge-sharing session in each iteration. Encourage the team members to make changes directly in the system. Replace the members with new members who understand the system.
Key decision makers are meeting to define the objectives of a new database migration project. There are many disagreements about scope and time lines among the leaders of various company departments.
How should the project manager impartially prioritize the requirements to be integrated? Retain only requirements that result in profitable revenue growth. Ensure the CEO selects the requirements from all department leaders. Give each department a fixed budget that will cover ten requirements. Rank the requirements with the highest benefit-cost ratio as more important.
An agile team is required to address a technical, complex requirement that has no visual deliverable to show the customer.
What guidance should the product manager provide to improve the requirement development? Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project. Allow the team to focus and complete the complex work because it will reduce the risk of finding issues later in the project. Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of the complex work. Inform the customer that there will not be any deliverable due to the complexity involved in the requirement.
A project manager is leading an electrical project that spans five towns. The project manager is informed by the team that one of the towns is not allowing the team to work there even though the town was included in stakeholder engagements before the start of the project.
What should the project manager do? Engage with the town's authorities to discuss the reason for the change in commitment and agree on a solution. Instruct the team to move to the next town and continue the project to avoid further delays. Change the project scope and seek approval to exclude this town from the overall project. Retrieve all minutes of stakeholder engagements and send to the town as a reminder of their commitment to the project.
A government agency is developing a new connectivity policy. The assigned project manager is a famous economist with international recognition. The team is eager to work with the project manager, but feels intimidated. The project manager realizes that a junior economist, whose tasks are behind schedule, is especially intimidated by the situation.
What should the project manager do first? Consider organizing paired work sessions for the junior and senior economists. Reassign some of the junior economist's tasks to other economists. Evaluate the performance of the junior economist in the upcoming months. Request to replace the junior economist with a more experienced economist.
A project is halfway through its execution phase. The quality specifications for the project deliverables are formally accepted. However, a key stakeholder is dissatisfied, stating that the deliverables do not meet the quality specifications.
What should the project manager do in this situation? Inform the project sponsor of the stakeholder's dissatisfaction. Review the requirements traceability matrix and conduct inspections Document the issue in the issue log and send a report to management. Notify the stakeholder that arbitration procedures will be followed.
A team is finishing the third release to present to the stakeholder as part of a demonstration. The company that subcontracts the developers has communicated that there is a cash flow problem and the company will not be able to provide the same resources for the next iterations.
What should the project manager do next? Analyze the impact against the release plan if the blocker is not addressed. Create a risk register to track the risks and request additional budget. Escalate the situation to the project sponsor for a possible resolution. Work with the project owner to prioritize the product backlog.
An organization is transitioning from a predictive to an agile approach.
What should the project manager do to ensure that the agile approaches will bring about significant change? Obtain full management support Identify the organization's key clients Learn as much as possible about the organization Conduct agile training for the team members.
A customer's technical lead discussed a new feature with the project manager. The project manager believes the new feature will boost performance significantly and adds it as a high-priority item in the sprint backlog. At the end of the sprint, all of the planned stories were not completed because the new feature took more time.
What should the project manager do next? Agree with the project team to modify and delete some of the stories in the current sprint backlog Obtain approval from the project team and add the new story to the product backlog Receive an agreement from the product owner and add the new story to the product backlog Negotiate with the scrum master before adding the new story to the sprint backlog.
A project manager in an automotive company is scheduling activities for a complex project. Some of the project requirements are fixed and some are flexible.
Match the items on the left with the methodology on the right that the project manager is using.
Select and Place:
Item Methodology Estimate "tire compound mixing" duration and include it in the project schedule Assign story points to the stories in the backlog Get team members support to estimate duration or complexity Make sure each project phase ends when an iteration ends and vice versa.
A project team is working on an agile software development project. The project manager is concerned that the virtual team may not be as effective as a colocated team at headquarters.
Which two actions should the project manager leverage to ensure the team is meeting performance expectations? (Choose two.) Require a monthly individual status report Hold daily virtual meetings to review progress Utilize a web-based kanban board Task functional managers to drive accountability Implement time-keeping software for team members.
An organization is transitioning to an agile delivery approach. There is only one project that is being used as a pilot for the new approach. The project management office (PMO) manager has asked the project lead how communications with the project team and the stakeholders will be managed.
What should the project lead recommend? Send weekly reports to the PMO, and use a kanban board for the product owner and the project team Send the weekly report to the PMO and the product owner, and use a kanban board for the project team Invite the PMO manager to the daily standup with the project team and product owner Send weekly reports to all stakeholders, including the project team and the product owner.
An urgent meeting has been established with the project team to discuss the cause of some quality issues that are preventing delivery to the client. The product owner recommends a root cause analysis (RCA).
What should the project lead do? Discuss the product owner's recommendations with the team and implement the agreed-on solutions Allow the team to self-organize so one of the resources can lead the team to achieve consensus Discuss the recommendations with the test manager and request better quality control Facilitate the meeting so anyone can share their ideas and is heard during the session.
In an effort to modernize the technology for a project, the project manager has been discussing risk prioritization with the project team. The project manager determines that additional parameters are needed to iteratively assess and prioritize the project risks.
Match the project manager's goals on the left with the relevant risk parameter on the right.
Select and Place:
Goals Risck Parameters Assess the amount of time before the risk can impact one or more projects objectives Assess if the risk is related to the individual project risks assess how quickly the risk response needs to be implemented in order to be effective Assess how long after a risk has occurred before its impact is discovered.
The project sponsor of a major initiative is consistently changing the prioritization of modular work packages. The team is used to three week sprints and is becoming increasingly frustrated with the daily changes in scope.
What should the project manager do? Set up a meeting with the sponsor to explain the importance of keeping a strict sprint cycle. Decrease the sprint cycle to the average reprioritization request by calculating it in days. Set up a meeting with the project team and ask for their opinion on what to do. Move to a Kanban strategy so that work can be reallocated more easily.
A project manager has been assigned to an education project with the objective of training a workforce in application development. One of the deliverables is to provide internships to the best students in the customer's active projects. However, the customer does not have enough projects in progress right now. The project manager decides to create several internal projects in order to ensure the internships.
Which three actions should the project manager take to fulfill this scenario without adding costs for the customer? (Choose three.) Create a work breakdown structure (WBS) of the new scope with the internal projects. Create a change request with the scope of the new internal projects. Use the project's contingency budget. Influence the client to initiate a new project. Manage the quality of the delivery.
A project is in the knowledge transfer phase, and a few subject matter experts (SMEs) went to the client site for knowledge transfer. The SMEs captured various process deviations without sharing with the project team.
How can the project manager ensure knowledge transfer across the team? Ask the project team to run a deviation log review meeting with the client, highlighting that the project may not be able to go live as scheduled. Ask the project team to facilitate a lessons learned session during the project closure phase to incorporate this issue. Ask the project management office (PMO) to provide team members with real-time visibility for deviations and facilitate team members to resolve issues. Ask the SMEs to share the knowledge transfer documents with all other members by placing the documents in the project management information system (PMIS).
A project manager is assigned to a new marketing campaign. The sponsor gives the project manager an approved project management plan for review and explains the scope, business requirements, deliverables, and stakeholders. The project manager asks to see the project charter to gain a better understanding of the project. The sponsor says the project is small and simple so there is no need for a project charter.
What should the project manager do? Develop the project charter and send it for approval. Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities. Speak with peers about the need for a project charter. Agree that the project does not require a project charter, especially since the deliverables and milestones are included in the project management plan.
A large multi-year project requires highly skilled staff for successful deployment. The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid potential budget overrun. However, there is a risk of staff turnover during the course of the project, which may have an impact on the delivery.
Which two actions should the project manager take to mitigate this risk? (Choose two.) Meet with management to discuss dividing the project into smaller projects. Convince senior management to hire third-party staff. Enhance the competencies of the project team through training, mentoring, and coaching. Increase the trained staff to create back-up for resources. Introduce a recognition program to motivate and reward resource performance.
A project team with members from many different countries is struggling to cooperate. The project manager accepted these difficulties during the storming phase of team development, but the team has not moved to the next phase. The project is beginning to fall behind schedule.
What can the project manager do to move the team to the norming phase? Plan social activities to help foster stronger interpersonal relationships and identify shared goals. Figure out who is behind the issues and apply progressive disciplinary techniques. Speak with the project sponsor about changing the team composition. Show the team the schedule impact of their communication issues and encourage them to put their differences aside.
In a software development project, the product owner and development team agree on a sprint backlog. The highest priority in the backlog is to build a payment module. The team worked on the module during the first half of the sprint, but now two developers want to spend the rest of the sprint focusing on refactoring another feature that might create issues in the future.
What should the project manager do? Let the developers focus on the refactoring work and discuss it in the retrospective. Restate to the developers the importance of focusing and meeting the sprint goal. Escalate the issue to the developers' functional managers. Praise the developers for their proactivity and focus on quality.
From previous lessons learned working with a client, a project manager notes that the client's turn-around times on documents sent for approval were very slow and well outside of the agreed timelines.
At the initial kick-off meeting with the same client, how should the project manager approach this issue for the new project? Update the project risk register with the potential for delays. Inform the client that extra resources will be added to give the client more time for reviews. Work with the client on an acceptable amount of time for document approval. Inform the client of their responsibility in relation to document approval.
During an ongoing project, a key resource asks the project manager about the project purpose and if it is aligned with the organization's strategy.
What should the project manager share with the key resource? The updated project management plan The updated benefits management plan The updated communications management plan The updated scope management plan.
After completion of a project with specific users in various countries, the project manager's supervisor asks if the project users are satisfied with the way the project was run.
What two actions should the project manager take? (Choose two.) Send a questionnaire to the project participants and seek their feedback. Refer to the communications management plan. Obtain official approval on the new process from the various countries. Prepare the lessons learned from the project phase. Deliver the project materials to the users and see if they have any comments.
A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identified by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved.
What should be the project manager's next steps? Make a change request and get formal approval from the project owner. Inform the client of the problem and follow the change request process Conduct a proof of concept to make sure there are no problems in the revised design. Amend the design specifications and pass them to the development team for reprogramming.
During the execution of a project, the finance team identified that they were not involved in building the business case for the project and will not approve the estimated return on investment (ROI).
What should the project manager do? Revisit the communications management plan and make necessary adjustments. Revisit the scope management plan and note this as a risk. Continue developing based on the project management plan and address the issue post delivery. Schedule a meeting with the product owner and finance team to agree on course corrections.
After the project charter's approval, the project manager needs to work on detailed project requirements, constraints, and assumptions with stakeholders.
However, not all of the stakeholders are immediately available for a meeting in the short term.
What should the project manager do in order to gather the information needed from stakeholders? Conduct a meeting to build the project management plan with the stakeholders who are available. Email, call, or meet with each stakeholder separately to obtain their input. Escalate to the project sponsor that not all stakeholders are available for a meeting. Meet with the project management team to build the project management plan before consulting stakeholders.
A project manager has been selected to deliver one of an organization's key flagship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings.
What is one of the key activities that the project manager should undertake to ensure company success? Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly defined objectives. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.
During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level.
What should the project manager do next with this opportunity? No more action is required. Share this opportunity with another project. Further monitor the opportunity. Establish a contingency reserve to support the opportunity.
During a project's third iteration, two of the existing team members were replaced. As the project entered the next iteration, the team velocity dropped and the performance started to slip.
What should the project manager do? Guide the team to revert back to the forming and storming stages. Discuss the decrease in productivity with human resources (HR). Convene a team building event to address key performance indicators (KPIs). Escalate the issue to the project sponsor.
While managing a project, the project manager has just noticed that the last several monthly invoices have been challenged by the client when they were clearly defined. The actual invoice payments received have also been late and were outside of the contracted payment schedule. Recent invoices have only been partially paid.
What should the project manager do? Review past projects for payment-related lessons learned. Add nonpayment to the issue log and keep tracking payments. Conduct a meeting with the project team to update the procurement management plan. Hold a meeting with the client to address the issue.
During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams.
As a team facilitator, what should the project manager do to avoid this? Reunite with the project team members affected and tell them not to reduce the team's capacity. Hire a coach to help all project teams to improve their abilities to solve problems on their own. Recommend to the project team members that they should improve their planning and make their stories smaller. Identify the problem's root causes and define the ground rules with all project team members to minimize interferences.
A new project manager was assigned to a project during implementation. The project manager realized that new tax policies are creating a risk for a cost overrun by 25%. The project manager updated the risk register and kept the project running as normal. The CEO has announced that the project could be cancelled since the acceptable cost overrun is only 20%. The project manager was quite surprised as this was new information.
What should the project manager have done to avoid this? Implemented the communications management plan properly. Implemented the stakeholder engagement plan correctly. Provided a proper risk response. Ensured the risk tolerance of the company was properly updated.
A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements.
How should the project manager plan the delivery of the project? Ignore the unclear requirements and focus on the delivery plan of the project. Wait for the requirements to be more clear before any further action is taken on the project. Break down the requirements and prioritize the requirements into iterative work packages. Escalate the issue of unclear requirements to the management team and wait for final authorization.
A company is changing their current business model. The change requires implementing a complex project using multiple agile teams.
What three options should the project manager have the testing team adopt as testing mechanisms? (Choose three.) Story testing Tests based on behavior and test-driven development Independent personal testing Security and performance testing An experimental approach to cover all possible choices.
A new resource has joined an iterative project team. The project manager notices that the resource is unable to complete the deliverables on time.
How should the project manager address this situation? Discuss options to improve performance with the resource manager. Provide performance feedback as part of the retrospective ceremony. Address the lack of performance by coaching the new team member. Request a more efficient replacement resource from the project sponsor.
A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing significant conflicts with the executives regarding the processes to be followed.
How should these conflicts be resolved? Train the executives on agile practices. Include the executives in team retrospectives. Negotiate with the executives and agree on a process. Request that the executives use agile practices.
A transportation company is transforming its operational processes and the main system this company uses to move freight. The scope statement is in place. An iterative delivery approach has been agreed by all stakeholders.
What does the project manager need to do next to help the team understand the work that needs to be done? Create the requirements management plan to outline how project requirements will be collected, analyzed, and documented, and then assign requirements to team members. Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines. Start working on the project management plan with work packages, a detailed schedule, and work assignments for team members. Work directly with stakeholders on the work breakdown structure (WBS) and assign tasks with a required timeline for each team member to start the work.
After a project has been approved, a key stakeholder tells the project manager that the current project management strategy is not well defined. The project manager is also informed that the key stakeholder does not want to hold a working session.
What should the project manager do first? Share the project documents and invite the key stakeholder to discuss any concerns. Invite the key stakeholder to the project's change control board (CCB) to discuss adjustment of the project strategy. Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline. Proceed with a working session for teams that do not belong to that key stakeholder.
A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months.
What should the project lead do next? Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer. Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benefits of incremental deliveries. Schedule meetings with the customer to determine their ability to support multiple incremental deliveries. Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder's request.
A new project manager is assigned to lead an agile project. The project manager wants to use motivation to encourage the team to perform well throughout the project.
What should the project manager do? Implement a reward system aimed to keep the team engaged and motivated. Find another method to increase the team's performance. Use the management reserves to fund some team-building activities. Inflate project estimates to provide a financial buffer for team activities.
A project manager is leading a project that is in an advanced stage. All high-level risks identified in the risk management plan have been resolved or are no longer a risk for the project. Only low-level risks remain.
What should the project manager do now? Reclassify low-level risks as high-level risks. Notify stakeholders that all high-level risks have been resolved. Reduce the priority of project risks as all remaining risks are low-level. Reevaluate identified risks and update the risk register.
A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently.
How should the project manager respond? Record the issue in the issue log and escalate the conflict to the project sponsor for assistance. Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews. Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework. Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance.
The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered.
What should the project manager do? Determine the risks and identify a resolution during the retrospective meeting. Inform stakeholders about the delay during project updates. Discover the gaps in the communications management plan and address them accordingly. Determine cross-dependencies and plan a spike in the next sprint.
A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project.
What should the project manager do? Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it. Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue. Delay the project until the issue is addressed and no longer presents as a risk to the project. Inform the sponsor that the issue has arisen and that the project's success may be uncertain.
A research and development team is finishing up a two year initiative. The project manager is focused on the closing activities for the project.
Which activity should be considered as a priority? Release the resources and plan for a project completion celebration. Ensure that knowledge transfer activities are executed as planned. Hold a steering committee meeting to inform them of the project completion. Mark the product backlog completion status and update the communications management plan.
An agile project team is looking to develop quality standards for a project.
How should the project manager coach the team? Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously. Ensure that the definition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story. Insist that test-driven development is implemented along with the automated testing. Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.
Due to delays on some activities, one of the project team members has increased the scope without any approval.
What should the project manager do next? Remove the changes to match the original requirements. Add team members to the project to avoid more schedule delays. Update project documentation with the new scope. Evaluate the impacts of the changes that were made to the project.
A retail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the financial threshold but is also expected to increase market share, improve customer services, and retain more customers. The project is planned as a phased implementation, building on learning from the retrospectives during each phase.
How should the business increase the value of the project? Ask the benefits owner to reassess the identified risks that are impacting the outcomes of the financial benefits. Use a fishbone diagram to find the root cause of the lower financial benefits with the benefits owner. Consult with experts on methods to reduce costs and increase the financial value of the project. Quantify the expected tangible and intangible benefits in the benefits management plan for each phase.
During the implementation phase of a construction project, the customer asked a key subcontractor to deliver a work package ahead of time. The subcontractor was not prepared for it and asked the project manager for additional budget.
What should the project manager do first? Update the risk register and project log, and manage the budget closely. Revise the project scope accordingly to cope with the budget changes. Submit a change request to accelerate the project as requested. Ask upper management for more funds, and update the project budget.
The following table shows the business value created and the development effort required to implement various features in a product.
Which feature should the team prioritize first? Enter the feature name in the box below.
An agile project is running activities to define the minimum viable product (MVP). During the session, the project manager identifies some mandatory regulations, but there is no consensus to include these regulations in the MVP because it may extend the duration of the project.
What should the project manager do? Ask the project sponsor to add more time to the project. Get commitment from the team to include all of the required regulations. Share with the participants the need to focus only on product functionality. Train the team on the new regulations as requested by management.
A project team has recently completed the initial sprint for developing an automated payroll system for a company. The project manager has scheduled a sprint planning meeting with the product owner and team members to discuss which features should be worked on next.
Which two pieces of information does the project manager need in order to make this meeting productive and effective? (Choose two.) Sprint goal Sprint charter Product backlog Burndown chart Company mission and vision.
A project manager is responsible for building a bridge. The high-level elements of the project are handled using a predictive approach. The software responsible for retracting the bridge has been developed based on agile principles. During software development, the workflow is often interrupted by various delays or impediments due to lack of information.
How should the project manager handle this situation? Increase retrospectives to deliver results fast. Make work visible using Kanban boards. Incorporate small batches of work into the project. Apply lean manufacturing to limit the team's work.
A project manager who is new to an organization observes that an approaching deadline is likely to be missed because there have been some delays on the project due to a lack of resources.
What should the project manager do next? Review the risk management plan to identify the response strategy. Escalate the issue to the sponsor and debrief them about the situation. Review the milestone list to determine which tasks can be fast-tracked. Organize a team meeting to discuss the next course of action.
A project manager is tracking a project, but a key stakeholder will not accept the project's key performance indicator (KPI) results.
Which tool or technique should the project manager use? Change control tools Expert judgment Autocratic decision making Context diagram.
An agile team has been struggling to keep up with the planned pace, which is frequently resulting in sprint failures.
What should the project manager do to help avoid this situation in the future? Switch to a Kanban approach, implementing features on a first-come, first-serve basis, fostering a sustainable pace. Replace junior team members with more experienced ones, and negotiate the project scope to compensate for the budget gap. Ask the project sponsor to approve overtime to compensate for the lack of performance while adjusting the plan. Review the velocity of the team over the last several sprints and adjust the plan accordingly.
A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism to measure the quality of the deliverables.
Using a hybrid approach, what techniques can be used to achieve this goal? Scrum master reviews and the quality Kanban method. Daily Scrum and product owner quality assessments. Paired work and the customer role method. Time-boxed iterations and standup review meetings.
The project team follows a hybrid framework for its delivery. During the execution of a project, the team learns of a new compliance requirement that has to be delivered before any other requirements.
How should the project manager address this situation? Collaborate with the compliance team member to review and prioritize the requirement's delivery. Add the new compliance requirement to the backlog as the technical team does not have any capacity. Include the compliance lead in the stakeholders list and wait for the next status meeting. Ask the team to include the compliance requirement in the current sprint and deliver it.
A new project manager learns the work assigned to the team has already been decomposed to its lowest level. The project manager reviews the work and feels some additional, useful information is missing.
What should the project manager review? The WBS dictionary The requirements traceability matrix The project charter and scope statement The business requirement documents (BRD).
The programming activities of a project were planned to last 35 days per module, but the programming of the first module has taken 45 days.
What should the project manager do? Evaluate the situation and identify ways to compress the schedule without impacting baselines. Ask the team to work overtime to complete the deliverable on time Submit a change request to the project sponsor to change the schedule. Check the scope to verify if there is scope creep and get the project on schedule.
The marketing team is transitioning to using hybrid approaches for their projects. The marketing director is not knowledgeable about hybrid methodologies, and the project manager needs the director's support as the marketing director is a key stakeholder.
What should the project manager do to obtain the support? Train the marketing team and keep the director informed. Mentor the marketing director on hybrid approaches. Ask the marketing team members to coach the director. Ask the marketing director to participate in daily meetings.
A project manager is appointed to simultaneously deploy a new solution to branches located in different countries. Deployment teams in each country will integrate and deploy the solution. The project manager discovers that the deployment teams each encounter similar issues. However, each team addresses the issues separately.
What should the project manager do to help ensure more collaboration between the teams? Ask the project sponsor to appoint new managers for the deployment teams. Propose that some of the teams delay deployments in their countries. Ask each deployment team to provide a very detailed schedule and action plan. Organize regular meetings with all of the deployment teams to share issues and solutions.
A company has a lot of experience with predictive projects. The project management office (PMO) has been trying to implement iterative tools within the project management framework, and the project manager has been asked to use these tools in their current project. After the successful implementation of the iterative tools, the PMO asks the project manager to determine the benefits these tools brought to the project.
What should the project manager do? Determine the data to be monitored during the project as well as the expected performance and targets. Update the communications management plan to consider performance review meetings with the project stakeholders. Prepare and submit a status report to the steering committee to update performance monitoring. Conduct reviews with stakeholders to discuss the potential benefits the approach may have to the project.
A project manager receives a voicemail from a business analyst on the project team. The business analyst indicates that an internal stakeholder is upset that they were not included before the project began. The stakeholder is asking for an addition to the requirements traceability matrix.
What should the project manager do to improve the stakeholder relationship? Update the stakeholder engagement plan to ensure the stakeholder is included in the project stakeholder list. Consult the project scope document to make sure the addition is in scope. Engage the stakeholder to solicit more information before responding to the request. Initiate a project change request so the change control board (CCB) can decide if it is in scope.
Development team members are located in three different time zones. It is difficult to find a suitable time to hold the daily standup for all team members.
What should the project manager do? Give up the daily standup and replace it with a daily report. Let the team members decide themselves if they want to join the meeting. Encourage frequent, small team meetings with two or three team members. Require all team members to join the daily standup regardless of the meeting time.
During the course of a project, a junior team member approaches the project manager for some direction and advice on risk mitigation.
How should the project manager respond? Offer guidance and follow up with some developmental activity for the junior team member. Refer the junior team member to the senior team member who develops the risk mitigation strategy. Inform the junior team member that risk mitigation is not part of their work. Tell the junior team member that the information is available in lessons learned.
A company is implementing a new system. The project manager has identified that it is best to complete this project using a mix of Scrum and Kanban methodologies. The product owner is confused as to how to start delivering the functionalities required.
How should the project manager assist the product owner? Coach the product owner on how to create a product backlog. Discuss the product owner's responsibilities within the project team. Encourage the team to subdivide the project tasks. Create a work breakdown structure (WBS) and explain the deliverables to the product owner.
An agile project is in its eighth iteration out of 16. After the last iteration review, the team members receive feedback from the security department about regulations with which the project must comply.
Which two actions should the project manager take? (Choose two.) Ask the product owner to include the requirements in the product backlog. Ask the security department for details about regulations. Ask the stakeholders about the priority of this regulation. Ask the team members to include the requirements in the next iteration. Ask the team members to analyze the impact of including this regulation.
A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benefits, and risks of the project.
What should the project manager do to enhance the success of the project? Schedule a meeting with the new stakeholder. Share the project status reports with the new stakeholder. Update the stakeholder engagement plan. Add the new stakeholder to the communications management plan.
During the course of the project, several obstacles are identified that are preventing the project from moving forward.
What should the project manager do to remove the obstacles? Have the project team work on other activities Implement plans to remove the obstacles Escalate to the project steering committee Prioritize the obstacles for resolution.
The project is delayed due to the high amount of major changes requested by different stakeholders at different stages of the project. If the project continues on the same path, it will consume twice the time and budget planned.
What two actions can the project manager take to be more cost effective? (Choose two.) Conduct a stakeholder analysis Reinforce team communication. Update the project management plan with the new timeline Adopt an incremental approach Leverage work between team members.
A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams.
What should the project manager do? Emphasize to the teams the importance of meeting the agreed deadlines Provide appropriate training to compensate for the mismatch Update the project schedule to reflect the delay Accept the risk of the project missing deadlines due to the mismatch.
The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project.
What tools can be used to provide this information? A release burndown chart Analysis of the business requirements document Story points for the remaining user stories Surrogate measurements.
A team is ready to start working on a project with a customer who was very difficult to work with in the past because the customer was unable to describe exactly what they wanted.
What approach should the project manager take to remove this impediment? Follow a predictive approach in order to obtain formal acceptance of each deliverable Work with the product owner to define the minimum viable product(s) Reinforce the negotiation and soft skills of the team through training Develop and monitor a plan with due dates to reduce the time of completing the product.
A vendor supplying a piece of specialized equipment for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier. To stay on schedule, the vendor proposed replacing the sub-supplier's component with a similar part that is different from the one that is stipulated in the project specifications.
What should the project manager do next? Accept the proposed replacement in order to keep procurement activities on track Insist on using the component per the project specifications and air freight the equipment to mitigate the delay Instruct the vendor to use the part that is compliant with the project specifications and update the schedule Consult with a subject matter expert (SME) to see if the proposed change is acceptable.
At the end of a meeting, a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project.
What should the project manager do in this situation? Develop a work plan for the project team member with the help of the resource manager Advise the functional manager and the project team member to review the resource management plan Tell the functional manager and the project team member to review the project charter Ask the functional manager to create a specific responsible, accountable, consult, and inform (RACI) chart for the team member.
A project manager is struggling to figure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points.
Which team is performing better? Team A as they have calculated fewer story points than team B Team B as they have calculated more story points than team A The team that completes the most stones selected from the sprint backlog The team with the least amount of defects in their deliverables.
During the implementation stage of a project, a newly appointed team leader approaches the project manager to verify the team's tasks and schedule. The work did not go as planned due to the team leader's lack of management experience. This could cause delays for the project.
What should the project manager do? Ask the human resources director to appoint a senior team leader Inform the project sponsor about the possible delay Directly manage the project team to avoid project delays Provide mentoring to the newly appointed team leader.
A project for Company A was successfully delivered within scope, schedule, and budget by the end of the last iteration. However, during the project celebration ceremony, one of the business stakeholders says they perceive the project as a failure as it did not add any business value.
What should the project manager have done to avoid this perception? Involved the business stakeholders in the sprint review Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits Implemented a closing survey for key stakeholders Confirmed that there is a communications management plan in place to make business stakeholders aware of the success.
A project manager meets with external stakeholders to explain the objectives and outline expectations for a new project. A key stakeholder appears to support the project, with the condition that other unrelated projects will receive financial support. Due to cultural sensitivities, the project manager is reluctant to be direct with the key stakeholder on this matter. The project cannot proceed without the support of this stakeholder.
What should the project manager do? Proceed with the project without allowing scope creep to occur Use the contingency funds to provide support for the requested projects Cancel the project since the stakeholder's request is out of scope Inform the sponsor and document the request in the stakeholder engagement plan.
A key stakeholder for a construction project has been spending a lot of time at the site and interrupting the team's efforts.
What should the project manager do in this situation? Work to understand the key stakeholder's concerns and provide feedback in regular project status reports Arrange an ad hoc meeting to address the key stakeholder's concerns with team members Reinforce with the key stakeholder that the project is performing on schedule Escalate the situation to the project sponsor because the key stakeholder's behavior is impacting progress.
A stakeholder on a project has a reputation for being easily angered and unreasonably difficult on projects. The project manager would like to minimize the impact of the stakeholder's behavior on the development team.
What training should the project manager choose for their team to help with this situation? Communication training Negotiation training Emotional intelligence training Agile training.
A company is using a predictive approach for the development of a particular component as defined in the scope management plan. Due to regularly changing regulatory requirements, the development team has requested to utilize agile approaches.
What should the project manager do about the development team's request? Escalate the request for additional financial resources Forward the request to the project management office (PMO) to amend the organizational process assets Ask the project sponsor to obtain approval for implementation of the new approach Analyze the requirements that will need to be addressed under the requested method.
During a daily standup meeting, a roadblock was raised that is preventing one of the team members from proceeding with work. The project manager figures out that it is due to a technical issue.
What should the project manager do to prioritize this critical impediment? Solve the issue for the team member. Perform a brainstorming session to address the issue and add the solution to the sprint. Escalate the issue to the software vendor for technical resolution. Coach the team to come up with their own solution and add it to the next sprint.
A project is being executed. The project's life cycle is defined as predictive; however, a major deliverable will be handed over incrementally to the customer. The assigned resources are experienced and reliable and are willing to make decisions that the project manager used to make after each incremental delivery on other projects.
What should the project manager do? Schedule a steering committee meeting and obtain their approval on the request Support the decisions of the team and transfer the decision making responsibility to them Inform the team that although this is a hybrid environment, the project manager must still be responsible for making decisions Consult the product owner about letting the resources make decisions.
After reviewing the project management plan with key stakeholders, the project manager was told that an 18-month release plan was unacceptable and the product should launch in six months.
Based on the new timeline, what should the project manager do? Plan for overtime, apply crashing and fast tracking, and share the risk of failure with project stakeholders Review the project backlog looking for high-priority items and come up with a minimum viable product (MVP) that fits the expected timeline Seek approval with the sponsor to triple the project budget, hiring more people to compensate for the compressed schedule Go over the critical path with stakeholders, explaining why it is not possible to deliver all the scope in the expected timeline.
A research and development department is planning to develop a product that will introduce a new line of business for the organization.
What should the project manager do to increase the project's chances of success? Plan a working session focusing on the scope, vision, and mission of the initiative Start developing the project management plan based on a previous project template from the project management office (PMO) Conduct benchmarking to determine the business viability of the initiative Conduct an impact analysis of the new initiative to determine how the project should be rolled out.
The product owner decides to launch a product after a couple of releases, knowing that the minimum viable product (MVP) lacks some features. One of the key stakeholders, the marketing vice president, is not happy with the results and questioned the release decision.
What should the project manager do? Support the product owner's decision and seek better alignment with this stakeholder in order to avoid this type of issue in the future Coach the team on the decision-making process, assuming a risk-averse strategy towards product releasing Assume the responsibility for product releases, making the final call on when something is ready for customer launch Escalate the issue to the sponsor, questioning the authority of the key stakeholder regarding the product launch decision.
In the beginning of project execution, the project manager finds out that a key resource will be unavailable for two weeks, which could cause a delay to the schedule.
What should the project manager do first? Assign the tasks to another resource, and ask the resource to work double shifts Update the schedule to reflect the project's changes in duration Ask human resources (HR) for a replacement, and update the risk register Update the resource management plan and resource allocation chart accordingly.
The change control board (CCB) rejects a change request submitted by a subject matter expert (SME). The SME refuses to accept this rejection and does not want to continue the project without the change.
What should the project manager have done to avoid this situation? Requested that the sponsor approved the change request first Assessed the change's overall impact to the project before submission Ensured that the change request was aligned with the project scope Submitted the change request directly to the CCB.
A food company is developing a new product using a predictive approach, and the product is currently in the testing phase. Given the nature of the feedback of the tests, the project manager has decided to use an iterative approach. At the end of one of the iterations, a new regulation related to the product is enacted.
What should the project manager do next? Make a change request regarding the project's scope to ensure compliance Include an assessment to verify compliance in the next iteration Conduct an iteration review to address the new regulation Start the tests over, adapting the trials to the new regulation.
A project manager is managing an innovation project for a big corporation. The project manager is planning to use email as the main communication channel; however, the product owner prefers to use another approved communication tool instead of email.
What should the project manager do? Contact the sponsor to request direction regarding the communication tool to be used by the project team Update the communications management plan based on the product owner's preferences and distribute to the team Suggest to the team to start using the communication tool suggested by the product owner Request the product owner to use email because using another tool will increase the workload.
The customer's project manager changes during the final stage of a project.
How can the project manager avoid a project closure delay? Update the stakeholder engagement plan Review the latest project status report and update the stakeholders Escalate the case to the customer's management team Issue the project payment invoice to the customer in advance.
In an industrial plant, the owner has decided to add more capacity to the plant by installing a new machine and updating the software used in production. This capacity enlargement will occur while the plant is still functioning and producing. The software update will be accomplished using an agile approach in order to minimize risk. The machine procurement, installation, and integration will be accomplished using predictive approaches.
What types of communications will the project manager have to design into the schedule management plan to ensure the project will be on schedule? Weekly colocated meetings with the relevant stakeholders Biweekly conference calls with the relevant stakeholders Weekly one-on-one meetings with each of the relevant stakeholders Biweekly written status reports from the relevant stakeholders.
During the review of a project's list of deliverables, one of the stakeholders expressed concern that one of the requirements will not be addressed.
What should the project manager do? Check the approved list of requirements to see if there are any missing items Work with the stakeholder to improve the requirements' acceptance criteria Review the requirements traceability matrix with the concerned stakeholder Discuss with the stakeholder which additional requirements should be added.
During project execution, a conflict occurs between the project manager and one of the team members at every project team meeting. The ongoing conflict is preventing tasks and deliverables from being completed. The project manager contemplates changing their leadership style.
What should the project manager do? Review the set of responsibilities with the team member Avoid the team member to prevent further conflicts Escalate the situation to the project sponsor Review the personnel skill documents.
A newly formed team has become accustomed to agile practices. The project lead has noticed that while they are performing according to expectations, there is boredom with daily team practices among many of the team members.
What should the project lead do in this situation? Challenge the team to find new ways to achieve higher levels of performance to improve the situation Speak with individual team members to determine what they would like to do to improve the situation in the team Have the team inform senior management of the situation and ask for recommendations Allow the team to self-organize and have them analyze the situation in their retrospective session and self correct.
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? The project sprint board has not been updated Daily standup meetings were not held or enforced The project status dashboard has not been updated The communications management plan has not been developed.
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? Communicate directly with the director and inform them of the communications management plan Communicate directly with the client stating that any scope changes must go through the project manager Review the stakeholder engagement plan and put in place any existing actions accordingly Discuss the issues with the project team and let them know that the project manager will handle scope changes.
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.) A lot of discussions that yield no results or possibly too many results A lack of direction and motivation for the team in the workshop Lessons learned from other teams to not be considered Time management plan for the retrospective workshop to not be updated A focus on the negative and a disinterest in further improvements.
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? All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders Because there are different perspectives, perform a stakeholder analysis and act based on the outcome The project manager is working on the client's premises, so follow the directions of all the key stakeholders This is an agile project, so listen only to the directions of the project manager's supervisor and the functional managers of the organization.
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? Lower the priority of stakeholder engagement as the stakeholders already have knowledge of this kind of project Use lessons learned from the previous project as a guide for the current project's stakeholder register Refer to the stakeholder register from the previous project as it was similar to the current project Document in the risk register that the current project may have different stakeholders than the previous project.
A product owner presented the backlog to the team, and the team raised concerns over implementing some of the features due to various impediments.
What should the project manager suggest that the product owner do next? Ensure that the impediments are captured and prioritized based upon the highest valued features Estimate the financial impact of the impediments and request additional funding Begin to remove the impediments, starting with the easiest ones first, to foster team accomplishment Capture the impediments and inform management that their assistance is needed in resolving the impediments.
A company was awarded a project in a dangerous location that poses several high-level risks for employees. Help is needed to tram the employees on major safety and health factors. The project is ongoing and uses a hybrid approach. The project will be conducted in multiple sites, with several development iterations running in parallel.
How should the project manager handle this situation? Allocate and use part of the project's contingency reserves for training purposes Negotiate a contract and form a partnership with a local authority for medical and security support services Perform a retrospective and update the risk register and resource management plan regarding the necessary budget for training Hire only local resources who are aware of the territory's hazards, providing employment to the local community.
A vendor informed the project manager that a critical resource will be on a long leave of absence. The project team reviewed the pending vendor deliverables and identified an alternative solution, but the solution will incur an additional cost. The project is currently on schedule and slightly under budget.
What should the project manager do next? Request a replacement resource Perform a cost-benefit analysis Implement risk responses Perform Integrated Change Control.
A project manager just started managing agile projects. The project manager realizes that due to the lack of a clear definition of project objectives and definition of done (DoD), their colleague's projects have had many difficulties. Sponsors keep asking for more features and the projects have yet to be completed.
What should the project manager do to avoid these issues? Arrange meetings to ensure every necessary task to complete the project is included in the project management plan Convince the project sponsor to incorporate quality experts so the product can be tested and accepted as completed Convince the product owner to approach the team and look for options to find a solution to the problem Schedule meetings with key stakeholders to build the agile project charter and set clear expectations for the project.
A member of the board of directors is the sponsor of a project that is important to the organization. This stakeholder has many other priorities and is not currently engaged in the project activities.
How should the stakeholder be engaged in the project? Keep the stakeholder informed and consult with them based on their needs Involve the stakeholder in governance and decision making Consult with the stakeholder and increase their level of interest The stakeholder needs to be made aware of the project progress.
A marketing team is planning for a multiyear initiative that will include a lot of cross-functional stakeholders. The project manager has been assigned and is now in the project planning phase.
What item(s) should the project manager develop first? A product backlog and identification of the features to be delivered A business case and scope document A communications management plan that addresses the team's needs A risk management plan to incorporate known risks.
A key project stakeholder showed interest in the beginning of a complex agile project, but has become less involved as the sprint has progressed due to additional responsibilities. A few sprints later, the key stakeholder rejected a feature deliverable. The team is reworking the rejected deliverable for the next sprint.
What should the project manager have done to avoid this situation? Involved the key stakeholders in the decision-making process Customized stakeholder communications based on the stakeholders' needs Analyzed the changes in stakeholder attributes Documented the project vision and objectives.
As a member of an organizational change management team, a project manager must pass on any changes to the project team. The project manager needs to avoid any misunderstandings or resistance to help ensure that the project team will support any organizational change.
What should the project manager do? Conduct meetings with resistant members to facilitate smooth project implementation Meet with the team on a regular basis to ensure they are aware of changes Influence the team to communicate any changes Check with the team members on their willingness to change.
A project manager is working on a software development project. A team member complains that since the project tasks are very simple, there is no reason to perform quality control. The project manager understands that removing the quality management plan from the project will also help to save money, which is important to the customer.
What should the project manager do? Register starting the project without a quality management plan as a risk, and allocate the budget savings to the management reserve Develop the quality management plan, as quality is as equally important as cost and schedule management Get confirmation from management that the team member has enough experience to build software without quality control Ask the customer to order an external quality audit after accepting the project deliverable, and decrease the budget of the project.
A marketing team is developing ideas in order to revamp an existing product. The marketing executive reaches out to the project manager to make sure that necessary measures are in place for a successful launch.
On what should the project manager focus? Ensuring that the team is also focused on the overall change management plan Determining and aligning performance indicators that will help in assessing successful delivery Planning for regular project updates to cover the status of critical deliverables Ensuring that the scope management plan is in place to cover all related objectives.
During the closing process, the project manager learns that one deliverable is not meeting customer expectations.
How should the project manager proceed? Ask the customer to issue a change request with the information to analyze and provide a solution Review the deliverable requirements, check the customer approval criteria, and proceed accordingly Meet with the customer to reach agreement on the scope of the deliverable that will satisfy both parties Contact the project sponsor and ask for help in negotiating the closing of the project with the customer.
A product company is transforming the way it develops and releases products in the market. Executives believe that this is a high-risk initiative, and this initiative must be successful.
What should the project manager do in this scenario? Develop a business case with assumptions for the new model Develop a communications management plan to inform the employees about the new business model Adopt an iterative rollout approach that delivers the highest business value earlier Develop a detailed sprint plan with clear deliverables.
Two weeks after the approval of the project management plan for a global project, the project manager noticed that it was approved based on a different level of understanding by international stakeholders and is not what the project manager presented for approval.
What should the project manager have done to prevent this from happening? Sent the meeting minutes to the stakeholders after the kick-off meeting Reviewed all the approvals immediately after the kick-off meeting was over Ran separate kick-off meetings for each culture and time zone Validated each stakeholder's understanding during the kick-off meeting.
The rollout of a new finance system is in the execution phase. A number of issues have surfaced in the last month that are slowing the project down. A new project sponsor has recently started with the company but has not had time to meet the project manager. The project is at the point where the issues are significantly impacting delivery of the project.
How should the project manager alert the new project sponsor about these concerns? Send an email invitation to the project sponsor to attend all of the project team's weekly meetings, and hope the sponsor will find time to attend Send an email to the project sponsor summarizing the project status and key concerns, and request an immediate face-to-face meeting to discuss them Continue emailing updated project status reports highlighting the key risks and issues, and wait for the project sponsor to request a meeting Complete a risk analysis outlining the delays and impacts, and email a copy of the risk register, urging the project sponsor to respond.
A project manager is acting as a scrum master in a hybrid project and is dealing with a conflict between team members.
What strategy should be used to handle this conflict? Sort conflicts into two groups: positive and negative Place conflicts into categories: structural and interpersonal Place conflicts on a shared conflict list and ensure it is visible Review conflicts during daily Scrum so they are handled in a timely manner.
A new agile team is forming and the project manager notices that the team is struggling in many areas. The team is experiencing both the inability to meet iteration commitments and team member conflicts.
What should the project manager do next? Raise the issues in the retrospective and propose solutions Inform management that commitments will not be met Involve management to help resolve the conflicts Coach the team both as a whole and individually.
The resource management plan is already done, and the team is located in different countries around the world. Team members are in multiple time zones, and they use different languages for communication. The project manager needs to keep the team organized and avoid misunderstandings and miscommunication that may produce a negative impact to the project.
What should the project manager do to reduce negative impacts to the project? Modify the communications management plan to account for regional differences
Conduct cultural awareness seminars Hold a virtual meeting to discuss the political environment Conduct a multigenerational management training session.
During the design phase, a project manager realizes that the project will benefit from using adaptive tools. The effectiveness of this approach has been proven in past projects inside the organization.
What should the project manager do first? Update project documents to include adaptive tools and artifacts and plan the first iterative session Contact the project sponsor and request new team members who are familiar with adaptive projects Confirm team capabilities before introducing adaptive tools and artifacts to the project Freeze the design stage and look for an external resource to run iterative design at extra cost.
A project manager is leading a project which shows a trend to exceed the cost baseline.
What should the project manager do first to manage the budget? Ask the project sponsor for assistance in getting the budget back on track Meet with the project team to analyze the actual cost to determine deviations Inform the stakeholders that the project will be finished over budget Issue a change request including the analysis to increase the budget.
Two functional managers disagree on key features of one deliverable during the planning of a project. The project manager discovers that each manager included requirements that contradict each other. The functional managers do not want to meet with each other to find a solution. This situation has been escalated to the sponsor who requests a meeting with them.
What strategy should the project manager use to resolve this conflict in the meeting? Explain to the managers that the contradicting requirements are being considered for implementation in the project Explain to the managers that only one of the two requirements can be implemented, and submit a change request Ensure that both managers understand the requirements and search for a solution that best satisfies this deliverable Request that the managers explain why each requirement must be implemented and decide by considering the cost and benefits.
A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client.
How should the project manager proceed? Update the quality management plan for the overall project Ask the client to verify and accept the tasks that have been completed Close out the project tasks that have been completed Update the communications management plan for the overall project.
During a documentation audit of an international company, it was identified that the last version of the project schedule was from one month ago even though the project manager knew it was recently updated.
How should the project manager have handled documentation for the project? Updated the project management plan regularly and had it securely shared with all stakeholders Assigned a project team member to ensure all project documentation was updated Reviewed the risk register to identify a response plan for the audit Kept documentation in the project management information system (PMIS), and shared it with appropriate stakeholders.
A new regulation has been approved that will impact the deliverables in the fourth phase of the project. The delivery is following an iterative approach and is currently completing the second phase.
What should the project manager do next? Consult with the project sponsor to discuss a cost increase Acquire approval for an exception to the implementation of the new regulation Get approval for the additional budget from the steering committee Meet with subject matter experts (SMEs) to access the impact to objectives.
The tables show the requirements for an agile project with the anticipated return on investment (ROI) and identified project risks, along with the analysis details.
What should be the priority order in the product backlog?
Risk 3, Risk 1, Risk 2, Requirement 3, Requirement 1, Requirement 2 Requirement 3, Risk 3, Requirement 1, Requirement 2, Risk 2 Requirement 3, Requirement 1, Requirement 2 Requirement 3, Requirement 1, Risk 3, Requirement 2, Risk 1, Risk 2.
One of the main inputs required for a deliverable is missing due to a miscommunication between the vendor and project manager. Because of the missed deliverable, the critical path of the project is extended.
What should the project manager do next? Start an audit of the vendor's processes and procedures Review lessons learned from previous projects with this vendor Make a detailed analysis on vendor issues during the project Execute a contingency plan to address the issue with the vendor.
During the design phase of a project, the project manager notices that the schedule performance index (SPI) is 1,8 and the cost performance index (CPI) is 0,1. In a weekly meeting with top management, the project manager reports concerns about these indicators. However, the most concerned person was the project sponsor who said that if the trend continues, they will be forced to prematurely close the project.
What should the project manager do? Monitor the project sponsor, but understand that it is normal to spend more money in the design phase of a project Stop crashing the schedule Manage the project sponsor closely and revise the project's resource management plan to improve indicators Use a resource-leveling technique.
A new project manager is planning an information security project for a company that resides in different countries.
What is the first step the project manager should take to gather customer requirements? Conduct a stakeholder analysis to identify how regional policies may influence needs Request relevant stakeholders to conduct an analysis and reach consensus independently Conduct a project scope review workshop with relevant stakeholders Conduct project planning meetings in one location with relevant stakeholders.
A company's project management office (PMO) has been trying to implement an adaptive approach in the project management framework and a project manager has been asked to use adaptive tools in their next project. This is not the first time the request has been made and the previous project failed when adaptive tools were implemented.
What should the project manager do? Prepare a change request and seek approval from the steering committee regarding the new project framework Conduct individual interviews with key stakeholders in order to understand all concerns, then prepare a communications management plan Bring in a third party company to develop and implement a hybrid framework for this specific project Recommend to the PMO that it is not the right time to start implementing adaptive tools in projects.
To estimate the costs of a new project that is similar to a project that was implemented last year, the project manager meets with a group of experts from the previous project. The group uses a three-point estimating technique. The project manager submits the estimated budget to the project sponsor for approval. The project sponsor, who is new to the company, is concerned because the budget exceeded their expectations.
What should the project manager do? Review the organizational process assessment to determine if a contingency reserve was considered in the budget estimate Review the historical information and lessons learned from last year's project to justify the new budget estimate Change the budgeting technique to a more accurate, bottom-up cost estimation Use soft skills to convince the project sponsor to approve the new budget estimate.
The project manager is having difficulty obtaining approval of the project requirements because there is disagreement among the project stakeholders. This issue is putting the project schedule at risk.
What should the project manager do first to facilitate the approval of project requirements'? Review the project charter Perform a stakeholder analysis Identify the source of the disagreement Hold a team-building event.
A project manager has been assigned to a project and receives the project charter from the project management office (PMO). The document is very clear about customer requests. During Project Scope Management some requirements seem to be different from the ones specified within the project charter.
What should the project manager do? Modify the baseline of the project for minor impact changes to the project scope Use a focus group and brainstorming sessions to gather more details about the project scope Register the changes in the configuration management plan and send it to the change control board (CCB) Explain to the sponsor that these requests could endanger the schedule and cost of the project.
An agile project manager would like to convert the requirements document into epics, capabilities, features and stories.
In how many iterations should the project manager estimate the story duration? Four iterations One iteration Two iterations Three iterations.
An agile project is running its fifth iteration out of eight. After the last iteration planning the team was informed that there is a new competitor in the market, and it is necessary to move faster to ensure market share is not missed.
What should the project manager do? Add the competitor's functionalities to the product backlog to improve the product Ask the sponsor to add more people to the team Help the team to find a new approach to launch the product as soon as possible Ask the team to increase the velocity to launch the product as soon as possible.
During the development of a product, the project manager observes conflicts between project stakeholders, resulting in deliverable and output approval delays.
On which area should the project manager focus? Revisiting the project management plan to ensure deliverables are on time Increasing the frequency of project update meetings to keep stakeholders informed Revisiting the stakeholder engagement plan, focusing on specific overlooked stakeholders Reviewing the business case and identifying gaps within scope.
During the execution of a project within an operations function, the project manager encounters scope changes and a delay in the delivery of critical tasks.
How should the project manager address this situation? Communicate the concerns to the project management office (PMO) during the weekly project reports Call for a team meeting to decide if the changes should be included Initiate the change request to modify the scope and adjust the timelines Conduct an impact analysis and present the results to the steering committee for approval.
The project velocity has recently slipped, and a decision was made to skip testing to increase the momentum and bong the project back on track.
What will the project manager need to focus on as a result of this decision? Increased bum rate Increased cost Increased technical debt Decreased efficiency.
During project execution, the project manager notices that the work performance reports have deteriorated drastically in less than two weeks. The project team in country A is complaining about delays resulting from holidays occurring in country B that have impacted their project team.
How should the project manager handle this situation? Implement crashing to compress the schedule and improve the schedule performance index (SRI). Implement fast-tracking to compress the schedule and improve the SPI Perform conflict management using the project's resource management plan. Review the risk management plan to evaluate the probability and impact of these delays.
During daily calls team members share task progress. One team member does not usually communicate many details and has critical tasks to be completed. All team members are located in different countries and critical work is about to start.
Which two options will help the project manager in this situation? (Choose two.) Encourage all team members to use a virtual workspace Ask the team to send emails with detailed task progress Talk to the team member about their engagement and take appropriate action. Reassign the work to a resource who participates in the daily calls Report the team member's poor performance to the functional manager.
A project manager is implementing a new software system. Some department staff members are questioning the necessity of the change and feel the new system will impede their current processes.
What should the project manager have done at the start of the project to prevent this resistance'? Created a communications management plan that outlined the method of communicating to stakeholders Ensured that the company culture encourages changes before accepting the project Encouraged leadership to discuss the change with departments that are typically resistant to change Involved stakeholders from all levels of the company so everyone understands the change.
One of a project manager's team members is continuously improving. This team member has been a role model and mentor to others in the organization.
How should the project manager acknowledge this team member's commitment? Send this person to a meeting to negotiate the scope with the client Appreciate this team member's performance throughout the project life cycle Promote this team member to a coaching role after this project is completed Document it in the team member's end of year performance review.
During the planning stage of a project the project manager realizes that a standard stakeholder engagement approach will not suffice. One of the client representatives, who is not a key decision maker, is extremely opinionated. This client representative could become a roadblock to progress due to their perceived level of authority during meetings.
How should the project manager handle this moving forward? Ask that only key decision makers attend the project meetings. Update the project schedule to cater to this particular stakeholder. Allocate time to gain buy-in from the stakeholder prior to key decision meetings. Update the risk register to consider the possible project impacts.
The city has decided to build a new tram station. The project will include various approaches. The construction and infrastructure work will be accomplished using a predictive life cycle while software will be developed using an iterative life cycle. Some neighbors are resisting the project have been asking the mayor to stop the project, and are threatening legal action.
What two actions should the project manager take'? (Choose two.) Discuss with the construction team alternatives on moving the new train station to another location Publish information on the city's website about the benefits that the new tram station will bring Have a meeting with the mayor and explain the importance of the new train station to the city Conduct regular meetings with the neighbors to get their buy-in for the project Register this situation as a risk and develop a mitigation plan.
Which two actions should a project manager consider while launching a new virtual team? (Choose two.) Recruit the best resources within the organization to be part of the virtual team Evaluate the project manager's own strengths and weaknesses as a virtual team leader to identify avoidable pitfalls Identify the types and quantities of resources required for each work package or activity Establish in the beginning, how progress will be monitored and the best means for communicating progress Verify if team members are on more than one team and cannot devote enough time to this team.
Important projects in the portfolio backlog need to be delivered. Budget estimates are needed to prioritize the projects.
How should the project budgets be estimated? The project is decomposed into features and based on the feature value and the velocity of the team, the team provides the estimate Budget estimates are provided based on the experience of the sponsor, product owner and team facilitator The team facilitator uses historical data and arrives at an estimate based on the nature of the project. The product owner obtains all project details and based on the team's experience and velocity provides a budget estimate.
At the end of a project with multiple suppliers, the project manager is reviewing the closing process and finds that an unexpected financial balance is remaining.
What will help the project manager understand why this has occurred? Project audit Lessons learned Organizational process assets Procurement audit.
A new project manager is assigned to a project midway through its implementation. During the first risk review meeting, the project manager notices that the version of the risk register used by the project team members is different from the one the project manager is using.
What should the project manager have done to avoid this issue? Referred to the communications management plan Validated the issue log Validated the project artifacts Performed expert judgment.
During project execution, the project manager discovered that a key deliverable was missing from the scope of work. After investigation, the project manager and the team discovered that the missing deliverable will impact the critical path.
What should the project manager do to avoid future delays? Submit a change request. Add additional resources to the project Update the scope of work Review the risk management plan.
During the last sprint review, the mam stakeholder complained that the product was missing many features they had been expecting The project team argued that every increment met the acceptance criteria and was approved by the mam stakeholder The cost performance index (CPI) of the project is 1 15 and the schedule performance index (SPI) is 1.43 What should the project manager do? Ask the project team to perform the modifications since the project budget and schedule can support them. Ask the stakeholder to submit a change request to increase the budget and time for the modifications requested. Explain to the stakeholder that since the acceptance criteria for every increment were met the project can be closed. Analyze the reason for the gap in understanding with both sides and negotiate a solution.
Some members of a project team are frustrated by a new team member who previously worked in a Scrum setting. This new team member approaches members of the project team on a daily basis in what appears to be an attempt to engage in individual standup meetings.
What should the project manager do? Schedule a meeting for the project team to review the communications management plan. Tell the rest of the project team to continue discussions with the new team member. Send an email to the project team outlining the communications strategy. Mentor the new team member on the methodology the project team is using.
An organization is transitioning to agile and a project has been chosen as a pilot. The assigned project manager only has experience using predictive approaches, but the project manager is now required to use agile approaches with the help of an agile coach. During the retrospective of the fifth sprint, the project team complains that many obstacles exist with the organization that are creating project delays and rework.
What should the project manager do in this situation? Include impediment resolutions during daily standup meetings Perform a root cause analysis during the standup meetings Create a dedicated sprint to solve the obstacles with the team Promote collaboration to help remove the obstacles for the team.
An organization has historically executed most projects using a predictive approach. The organization now wants to change over to an agile approach.
Which strategy will be useful to effectively help prepare the organization for this change? Create a task force of executives who will monitor agile projects on a daily basis. Add multiple layers of managers who will be accountable for the agile execution. Improve organizational readiness by addressing impediments to agile in the organization. Take a big bang approach of moving the whole organization to agile at once.
An integrated project involves the interaction of both hardware and software and the sponsor has approved the schedule management plan. The project team evaluated the product's feasibility of functionality and accelerated testing.
What should the project manager do as a servant leader? Support the team as necessary to find the minimum viable product (MVP). Amend the project budget to include MVP testing. Submit a change request to the project sponsor for accelerated testing. Develop the product as per the schedule to perform integration and testing.
The project charter was just approved and the project sponsor has given permission to proceed with the project. The program manager has confirmed that one of the requested key resources is also needed on another project at the same time. This will affect project delivery.
What should the project manager do? Pay overtime to key resource to get the work done outside of working hours Have a meeting with project manager of the other project to find a resource optimization solution that works for both projects Speak with the client to see if the project delivery deadline can be delayed due to resource availability Talk to the program manager and about prioritizing this project over other projects so the key resources are available.
The project manager has learned that the project sponsor is unhappy with the development of the project requirements.
In order to realign the project with the sponsor's expectations, what should the project manager do? Review the project goal diagram with the team Perform a stakeholder evaluation Confirm which templates the team should be using Review the risk management plan.
During the retrospective ceremony, the agile team is talking about the product owner's expectations not being met.
What should the project manager have done at the beginning of the project? Defined the expected agile team contribution in the creation of the backlog Assessed the capabilities of the agile team and planned for the required training Defined the team ground rules and shared project vision Communicated project vision and sprint goals clearly to the team.
A project has a very tight delivery schedule. The project is approaching the delivery date and the project sponsor often sends the project manager alerts to avoid any schedule slippage. The project team has performed at an acceptable level until now but the project manager wants to ensure the team's performance level is maintained until the end.
What action should the project manager take to motivate the project team's performance? Send a formal notice to team members instructing them to maintain performance Hire a few temporary team members to help with the additional work Award certificates of appreciation to encourage the team Inform the team about the delivery pressure from the project sponsor.
The project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks.
What should the project manager do to help ensure that the team focuses on project tasks? Assign a team member to handle the documentation activities Coach the project team to complete the project documentation activities Review and adapt the appropriate project artifacts Save all documentation activities until tire end of the project.
A high-performing team member's performance has been consistently increasing over the past year, leaving other peers behind. The project manager has been reluctant to publicly recognize the team member's contributions for fear of discouraging others. The project manager is also concerned that the team member may leave if not rewarded for the contributions made.
What should the project manager do? Promote the higher performing team member to a higher position Request the high-performing team member to mentor the other team members Remind the high-performing team member to focus on shared rewards rather than individual rewards Reward the high-performing team member privately to avoid team disruption.
A large project is affecting the neighborhood in which it is located. The neighbors are not satisfied with the project and their resistance to the project may affect the project deadline.
What two actions should the project manager take? (Choose two.) Send letters to the neighbors and ask them kindly not to disturb the project Set up a meeting with neighborhood representatives to win their cooperation Analyze the situation and find out what is causing the neighborhood's negative attitude Ask the customer to extend the project deadline to allow time for conflict resolution Ask the mayor of the city to use their authority to stop neighborhood resistance.
A company has decided to implement a new archiving system. A data breach occurred during the implementation of the project.
What should the project manager do first? Implement the planned risk response to handle the issue Review possible alternative documentation methods with team Update the risk register with the risk and proposed impact Ask the team to fix the system to resolve the issue.
After gathering all the requirements for a project with dependencies on external stakeholders, the project team is finishing the second iteration. At this point, the project manager learns about a possible change in regulations that would prevent the product launch.
What should the project manager do to realize benefits? Add an entry in the risk log Implement the changes Review target benefits Improve the team's velocity.
After a couple of iterations, the project manager decides to present the product to a key stakeholder. The stakeholder's feedback is that the team missed the mark on many features.
What should the project manager do to avoid this in the future? Set up requirements-gathering sessions with all key stakeholders to evaluate the scope once again and reprioritize the backlog based on the sessions Schedule adequate sprint demos to gather early feedback from the stakeholders and adapt the plan accordingly Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs Evaluate the team's skills to look for someone with experience in product design and assign that person the task of rebuilding the product interface.
A new team member is added to a self-organizing team. The new team member is reluctant to speak and take part in team discussions or decisions.
Which two actions should the team take to engage this new team member? (Choose two.) Revisit the team's discussion on team behaviors and norms Report to the project manager about the new team member's behavior Coach the new team member to improve engagement with the team Force the new team member to participate in activities that are considered easy Facilitate an open discussion on all ideas and perspectives.
A company wants to increase the commercial value of one of its products in a highly competitive market. In order to do this, the company commissions a project to create a prototype. The team constructs the prototype incrementally.
Which action should the project manager take as a priority? Emphasize the use of Kanban methodology Ensure the project sponsor is aware of the go-to market date Deliver business value as soon as possible Implement a plan-do-check-act (PDCA) cycle.
During the daily meetings with the team the project manager notices that a new team member is not making the expected progress on an assigned task.
What should the project manager do? Ask the new team member to follow the team ground rules Ask an experienced team member to identify a replacement Ask the new team member to reassess their own capabilities Ask an experienced team member to coach the new team member.
A company's project management office (PMO) has started to implement iterative tools. A project manager is starting a new project and has identified an opportunity to use the iterative tools. One of the senior managers is concerned about this modified framework as it is fairly new to the company.
What should the project manager do first? Organize individual sessions with the stakeholders to build awareness and trust in the new framework Look for external training on the new framework to eliminate the risk of low engagement from stakeholders Send documentation to the senior manager about the advantages of the new framework Escalate the senior manager's concern to the project sponsor and distribute the status to the team.
A project in the execution phase is behind schedule and is missing some materials. The contractor submits an offer to supply the missing materials and reimburse the cost since the internal procurement process will cause more delay. The project manager does not agree with the costs submitted by the contractor for the missing materials.
What should the project manager do next? Ask the project sponsor to allocate more budget to cover the costs Update the procurement management plan and negotiate with the contractor. Ask the contractor to review the offer and reduce the costs. Update the procurement strategy and negotiate with the contractor.
A project manager presented the project schedule to the mam stakeholders. They have requested that the project be completed two months earlier than the scheduled date.
What should the project manager do? Hold a stakeholder meeting to align timelines and scope expectations Crash the schedule to shorten the timeline while keeping the scope unchanged Update the cost management plan to allocate more resources to the project to finish the scope earlier Reduce the scope of the project by removing activities and shortening the timeline.
During the execution of a project the project manager notices that only one team member has one of the technical skills needed to build the product. The project manager is afraid this might have a future impact on the quality and schedule, because most of the upcoming activities will require at least three people with this specific skill.
What two actions should the project manager take to prevent the team from being unqualified? (Choose two.) Exclude the activities from the roadmap
Encourage working in pairs and knowledge sharing Teach the entire team the new skill Facilitate a training event with an external tracer Increase the time estimates on the activities that require such abilities.
The team is working on a critical project deliverable and the project manager is concerned about meeting the deadline. There have been complaints from some stakeholders about some of the team members' performance. The project manager wants to understand the situation and provide feedback to the team as soon as possible.
What three actions should the project manager take to address this situation? (Choose three.) Define team ground rules Perform a retrospective session Implement daily team meetings Request a manager performance review Conduct an annual review.
An organization is embarking on the deployment of a new digital solution that will revolutionize purchasing services. The project manager has created all the necessary plans and activities to ensure a successful integration and solution launch. There is a risk of a partner's system being unavailable which could impact the project negatively.
What key activity is needed to ensure the project's success? Communicate to the project stakeholders that full integration may not be possible and that the project will potentially be delayed as a result Eliminate the risk by mandating the partner to change the system settings to facilitate an easier integration with the new solution Continuously monitor the risk of the partner system's unavailability, and put the proper resolution plans in place in case the risk materializes into an actual issue Mitigate the risk by developing alternative plans to make the solution ready and available without full integration capabilities.
The CEO has authorized the development of a complex financial product for a company to provide greater future benefits. The budget has been acquired through financing with global investors who expect all risks to be identified as soon as possible.
What should the project manager use to identify the risks? An analysis of shared risks between parties Strengths, weaknesses, opportunities, and threats (SWOT) analysis Expert judgment A risk value assessment.
The sponsor is supportive in leveraging agile approaches. The project manager is contemplating how to roll out the agile approach and gam buy-in from both project team members and stakeholders.
What should the project manager do first? Determine which agile software tools will be required to support agile delivery within the organization Select a current predictive project, define the approach, and provide agile training to execute the remainder of the project Start with a pilot project of appropriate complexity, and provide agile training to those who are impacted Determine how to transform the organization using agile techniques, including organizational training and communications.
A technical manager newly appointed by the client, visits the project site to verify the project deliverables. The technical manager feels that the project manager has not been providing enough information.
What should the project manager do first to resolve this situation? Update the issue log and escalate to the project sponsor Identify the lack of information as a risk and update the risk register Schedule more frequent meetings with the technical manager Review and update the stakeholder engagement plan.
During initiation of a new product improvement project, a project manager finds historical data showing that a similar project resulted in customers complaining of an even worse user experience compared to the previous product version.
How can the project manager prevent this outcome in the new project? Hire a team of external users to perform acceptance testing on the product Define a user focus group as external stakeholders with a high influence on outcomes Hire a consultant to perform a benefit analysis as an input to the project charter Define a high-level risk and plan mitigation after completing the work breakdown structure (WBS).
In analyzing a project for monthly status reporting, the project manager notices that the schedule performance index (SPI) is 0,75 and the cost performance index
(CPI) is 1,25. The project manager must provide the first project status review soon and wants to emphasize that the project is under control.
How should the project manager report the project status to key stakeholders? Prepare a detailed presentation for stakeholders on earned value including how it is calculated and the project's current earned value results Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control Report that the project is not tracking as expected, but is still under control since the next project milestone is over a month away.
After a meeting with the customer, the project manager receives special recognition because the project is always on schedule. Later that day, the project manager attends a regular project team meeting to follow up on the status of the deliverables.
What should the project manager do in the project team meeting? Share the customer feedback with the project team Follow the meeting agenda and make a list of the next deliverables Document this feedback in the meeting minutes Start planning how to improve the dates of next deliverables.
Team members are having a discussion with the project manager. In the last retrospective meeting, the team realized that the obsolete equipment could affect the next iteration of the project. The team recommends buying new equipment because it is critical to the success of the final deliverable.
What should the project manager do next? Check the project budget to verify if there is enough contingency reserve Review the cost management plan to determine how to address this issue Tell the team members that more equipment is not part of the project's scope Submit a change request to increase the budget and buy new equipment.
A company's CEO has just returned from a conference on the use of artificial intelligence (AI) and would like the project manager to implement this technology in the organization.
What should the project manager do first? Start developing a business case Start a strength, weaknesses, opportunities and threats (SWOT) Engage stakeholders and allocate resources Gather requirements from stakeholders.
A project manager is leading a project with several stakeholders in other functional areas of the company. One of these stakeholders has just been promoted to lead another functional area, and remains a stakeholder for this project.
What should the project manager have the project team update to ensure proper communications to stakeholders? Project management plan Stakeholder engagement plan Stakeholder register Communications management plan.
A verbal announcement is made that the new team member joining the Scrum team has limited mobility. The scrum master is aware that some team members are unsure how the dynamics of the team will change.
What should the scrum master do? Create a stakeholder engagement plan Design a communications management plan Update the team charter accordingly Set up a meeting to discuss accommodations the team will have to make.
Stakeholders in some industries prefer to deal with programmers and system analysts directly, bypassing project managers. This complicates managing resources on projects.
How should a project manager solve this issue? Propose implementing a new project management information system (PMIS). Request a meeting with senior management to escalate the situation Promote adoption of the communications management plan with the project team. Host a team-building event to develop team cohesion and improve communication.
During an inspection, the production phase was stopped because the inspector claimed that regulatory labels were missing.
What should the project manager do? Conduct an expert judgment evaluation. Review the quality management plan Update the lessons learned register Review the risk management plan.
A project team is having difficulties understanding technical details regarding requirements. The information was not initially provided by the customer, but the information is critical in the current iteration for clarification on how tasks need to be accomplished.
How should the project manager approach this situation? Request that the customer reviews and clarifies feature definitions for the current sprint Send a burndown chart of the current sprint to the customer and seek clarifications. Educate the customer and have them participate in daily standup meetings. Schedule weekly meetings and product reviews with the customer to clarify requirements.
A project manager has received an updated earned value analysis report. The following are the key findings from the report:
* Budget at completion = US$1 million
* Earned value = US$0,7 million
* Actual cost = US$0,75 million
* Cost performance index = 0,933
Based on this information, what should the project manager conclude about project performance? The project will be completed exactly as planned The project will be easier to complete than planned The project will be difficult to complete as planned The project will not be completed as planned.
A project manager has been appointed to a multimillion-dollar project. The project is considered to be high risk since no similar projects have been undertaken before and there is no historical data. Some external stakeholders are reluctant to provide support.
What approach should the project manager take? Examine the plans, processes, policies, and knowledge that are specific to the organization undertaking the project Establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs Convince senior management to close the project since the project lacks sponsorship and is considered to be high risk Host a project team meeting, then update the risk register and the project management plan.
A project manager is assigned to a project in a company that is transitioning to agile. Not all stakeholders believe in the project, and some stakeholders would like the entire project defined and planned out early in the project. However, the project sponsor needs a quick win to ensure the continuation of the project.
What approach should the project manager use? An agile approach as this would provide working functionality earlier A predictive approach as this would please the senior stakeholders A hybrid project as this will mitigate stakeholders' concerns A predictive approach as this will show benefits for all stakeholders.
A team is currently working on a mobile app solution. During sprint execution, one of the developers requires clarification about the acceptance criteria for a particular task.
What should the project manager do to obtain the information required by the developer? Request direction from the project sponsor Write an email to the client requesting clarification Seek support from the development manager Work with the product owner to clarify the requirement.
A project manager works with a global virtual team. The team is facing difficulty in communicating with each other and often misses important messages. This difficulty leads to missed deadlines.
What should the project manager do to enhance project team effectiveness? Implement team colocation to improve communication Identify the root cause of communication issues Initiate daily communication of project progress Schedule a communications control board meeting.
A team member misses a project meeting without it being approved and has been penalized as defined in the ground rules. This team member, as well as other team members, insist that it is the first time they have seen this rule regarding the project and they do not agree with the penalty.
What should the project manager have done to avoid this situation? Ensured the team charter was developed by the team members Ensured the team members are fully supportive of all decisions Distributed the project charter to all team members Used a charismatic leadership style.
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