PMP_1141-1200

A network transformation project to increase efficiency and return on investment (ROI) is in the implementation stage. A conflict between the head of the network and the transformation manager arises. What should the project manager do to manage this?. A. Lead the parties to find a compromise. B. Analyze the context of the issue. C. Escalate the problem to the project sponsor. D. Evaluate the influence of the parties involved.

A project team is performing extremely well when it comes to delivering the value-added features to the customer in each sprint. However, they are missing the documentation portion and the project manager must find a way to make sure the documentation is kept current. Which action should the project manager take?. A. Assign a dedicated resource to work on the documentation during the project. B. Create a specific sprint to deliver the project documentation. C. Focus on the documentation after the features are delivered. D. Make documentation a standard part of the definition of done (DoD).

A project manager who works for a company involved in several industries is asked to lead a software development project for a government agency. The company attempted to execute similar projects for other industries before but was unsuccessful. What should the project manager do to ensure project success?. A. Continue executing the project using expert judgment. B. Review the lessons learned registers from the previous projects. C. Document this information in the risk management plan. D. Develop a contingency plan to prepare for possible risks.

In an advanced stage of a project, a stakeholder who is not receiving the project status report communicates this to the project manager. After checking, the project manager determines that the person is registered as a stakeholder but was not included in the communications management plan. What should the project manager do next?. A. Update the communications management plan to include the missed stakeholder, and send the current project status documentation to this stakeholder. B. Ask the stakeholder to get the project status report from another stakeholder listed in the communications management plan. C. Inform the project sponsor that there are stakeholders who are not included in the communications management plan. D. Inform the stakeholder that the project team cannot provide information to anyone who is not registered in the project's communications management plan.

A major national company known for quality products has just selected a small subcontracting firm to assist with a project. The project manager from the subcontracting firm is meeting with the project team to ensure that the project is delivered according to the customer's standards. In order to ensure this, what should the project manager define and document?. A. Quality. B. Objectives. C. Estimates. D. Requirements.

A company's project management office (PMO) has started to implement iterative tools. The project manager is starting a new project and has identified an opportunity to use the new tools. There is disagreement among stakeholders about the use of the adaptive tool. What should the project manager do first?. A. Update the risk register and escalate the disagreement to the project sponsor and distribute the status to the team. B. Schedule training sessions for the stakeholders on the benefits of the adaptive tools. C. Discuss the situation with the stakeholders to evaluate other adaptive tools for the project. D. Investigate the reasons for the disagreement to understand the gap among the stakeholders and search for consensus.

A project's business case was just approved and the project manager is creating the benefits management plan. It is unclear how the benefits from the project align with the organization's vision. What should the project manager do first to verify alignment?. A. Consult with the project team members to gain their opinions. B. Ask the project team to delay the kick-off while resolving the concern. C. Meet with the project sponsor to obtain more information. D. Request a copy of the project assumptions log for more insight.

A company is engaged in a transformation journey, and the project manager for this endeavor is new to this project. During one of the project status update meetings, a key stakeholder, the project manager's functional manager, is dissatisfied with the work in progress, and points to the project manager. What should the project manager do?. A. Show the functional manager that the progress is on time based on the schedule. B. Admit that the functional manager is right and promise to rectify the situation immediately. C. Schedule a one-on-one meeting with the functional manager to prove the project is on time. D. Listen carefully and show understanding of the growing needs of the functional manager.

A project manager notices that the project team is unlikely to complete the development of a system on time before the testing start date, which was based on the technical complexity of the project. What should the project manager do before communicating with the client during the regular project progress meeting?. A. Ask the project sponsor to inform the client in the next update. B. Do not disclose the likelihood of a delay as it is yet to happen. C. Work with the project team to evaluate the potential delay. D. Tell the client about the chance for the potential delay.

A team is entering into a forming stage after kickoff, with project objectives identified and team members assigned with roles and responsibilities. However, during the team meetings, a team member does not agree on project documents and makes comments that could affect the performance of other team members. What should the project manager do?. A. Collaborate with the team to arrive at team ground rules and publish the rules to the team. B. Request team members document their decisions independently and share with each other. C. Escalate the team member's disruptive behavior to their functional manager. D. Observe to ensure this typical forming stage behavior does not escalate beyond what is acceptable.

A major issue about conflicting priorities has been highlighted by the project team with regard to a few stakeholder requirements. What should the project manager do?. A. Escalate to the project management office (PMO) and request a solution for the requirements. B. Allow the project team to decide what is the most appropriate requirement to follow. C. Negotiate a common agreement with the involved stakeholders regarding the requirements. D. Prioritize other items for the team and deal with the conflicting requirements later.

An agile project team discovers that they are unable to implement a feature completely in the first iteration. The team believes it may not be able to complete the tasks in the second iteration. The feature is a critical component that the customer has prioritized. What should the team do?. A. Go back to the customer and explain that they cannot implement the feature completely in one iteration. B. Split the feature into smaller subfeatures, implement them, and then deliver them incrementally in multiple iterations. C. Ask the customer to simplify the feature so that it can be implemented in one iteration. D. Reduce the scope of the feature to fit into one iteration and deliver it to the customer.

An agile team wants to maximize the work delivered for the upcoming project that involves considerable product complexity. What should the project manager do to help improve the team's collaboration approach?. A. Focus on the team's engagement during the next retrospective meeting. B. Meet with the human resources (HR) department to ask for team support. C. Follow the process of the most successful team in the organization. D. Compare the team's velocity with other teams in the organization.

A global company hired a project manager for a new implementation at all of its sites. After reviewing the business case and project charter, the project manager notes that the project team has different locations and regions to consider. What should the project manager do to address this situation?. A. Coordinate virtual meetings to assess the project team's communication needs. B. Inform the project sponsor of this situation and request cultural orientation training. C. Coordinate virtual and face-to-face meetings at each site to improve communication. D. Inform the steering committee of the situation and request additional resources.

A project manager is managing a project for a government owned company using an iterative approach. The first useful release to production consisted of three iterations. Each iteration was successfully checked by the client's representatives in the test environment. However, when the team started deploying to the production environment, the security team declined it.What should the project manager have done to prevent this?. A. Implemented the authorization in the first iteration. B. Reviewed the compliance requirements with stakeholders. C. Deployed to production after the first iteration. D. Planned smaller iterations to review the results more often.

An innovation project with a budget of over US$30 million is expected to have a large impact on the technology industry. The business area is concerned if the project will meet stakeholder expectations and raised this concern with the project manager. What should the project manager do to manage business concerns and expectations before starting the project?. A. Request that the project team develop a release plan and roadmap for the project. B. Ask the product owner to prioritize the backlog items based on the return on investment (ROI). C. Direct the project team to estimate user stories in greater detail. D. Meet with the project finance team to measure market variations and product impact.

Some of the more experienced members of a project team have complained about the project manager. The senior project team members feel that the project manager is micromanaging them and preventing them from completing their work. What should the project manager do when made aware of these issues?. A. Adjust the project manager's management style to better fit senior team members. B. Set up a team building event to bring synergy back to the project team. C. Ask for advice on how to be a better mentor to these team members. D. Meet daily with each senior team member to monitor project status.

An intern is replacing a critical resource midway through a sprint. To help the intern get up to speed, the project manager assigns a senior engineer in the team as the intern's mentor. Two months later, the project goes into critical status, delaying the release milestone by a month. What should the project manager have done to avoid this scenario?. A. Requested an experienced resource as a replacement. B. Negotiated additional time to complete the project. C. Allocated additional time for mentoring. D. Convinced the critical resource to remain on the project.

After meeting with stakeholders, a project manager working at a computer gaming company is creating a project management plan for the company's newest offering. The project manager learns that the company's main competitor is scheduled to release a similar offering leveraging the newest technology. The project manager fears that the competitor's offering is better in multiple ways compared to the project manager's project. What should the project manager do?. A. Meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's. B. Note this concern in the risk register and meet with the sales team to identify mitigation options factoring in the competitor's offerings. C. Perform a Kano analysis factoring in the competitor's offering and present it to the stakeholders. D. Meet with the development team to see what changes will improve the project compared to the competition's deliverable.

A new manufacturing line project is planned to be delivered in iterations for the equipment installation phase. During one of the iterations, the vendor communicates to the project manager that they will not be able to deliver some of the equipment at the agreed dates. What should the project manager do next?. A. Find another vendor who can fulfill the delivery dates. B. Replan the remaining iterations according to the new installation dates. C. Update the product backlog in order to address the delays. D. Review the procurement agreements to address the situation.

A project manager assigned to an engineering construction project is receiving questions from the site engineers. Several questions are related to carrying out activities to meet timelines that compromise the work crew's safety. When reviewing these questions, the project manager realizes that the engineers do not feel empowered to make decisions. How should the project manager address this?. A. Consult the previous project manager to discuss how they managed these questions. B. Email the company vision to the engineers and tell them they need to meet deadlines. C. Reinforce to all engineers the company vision of a safety-first approach to project activities. D. Ensure all engineers are aware that questions should only be submitted in their weekly reports.

A company is moving to a hybrid approach and conducted capacity activities for all of the project managers. During these capacity-building activities, the focus was on agile approaches and team facilitation skills. When starting the implementation phase, the project managers faced issues motivating the newly hired agile staff. Why are the project managers having issues motivating the agile staff?. A. Project managers are expected to become coaches in agile teams. B. The agile staff is not used to being led by a project manager. C. The capacity building activities missed the servant leadership concept transfer. D. Transitional periods normally cause this type of problem.

A project manager has heard about the large volume of emails the team receives each day, which prevents them from doing project work. One team member has stated that they would like to be able to access project-related information when needed. To what type of communication is the team member referring?. A. Pull communication. B. Mass communication. C. Interactive communication. D. Push communication.

A project team is identifying project risks for a bridge to be built across a river. The team needs to send out invitations for a risk workshop to better understand the risks involved. Which distribution list should the project manager use when sending out invitations?. A. Team members, consultants from outside the project with experience in the field, and the customer. B. Functional managers, team members, and external consultants with experience in the field. C. Weather experts, functional managers, and team members. D. Team members, engineers, and weather experts.

A sales manager submitted a new feature request to the product owner, and the request was added to the product backlog. During the sprint planning meeting, the team struggles over which algorithm is the most efficient one to use. The team thinks that some development work is needed to decide. What should the project manager do?. A. Ask the scrum master to choose an algorithm based on the pros and cons of each option. B. Request a meeting with the product owner to help clarify the user story. C. Invite the sales manager to the next sprint meeting to clarify requirements. D. Create a new item in the sprint backlog to determine the appropriate algorithm.

A hybrid project has just started, which will result in a new technology that could disrupt the market if well accepted by the public. The product requires health and safety approvals from the government. As this is an innovative solution, the sponsor and product owner are unsure if it will be accepted by the public. What is the appropriate flow for product development?. A. Complete development with all functionalities in perfect condition prior to demonstrating to stakeholders to ensure a great first impression. B. Complete development for the must-have functionalities only prior to demonstration in order to fail fast and get early feedback. C. Complete development for each sprint and demonstrate the product increment to internal stakeholders and the government, without engaging other external stakeholders. D. Complete development for must-have functionalities only and demonstrate it to a focus group, but wait until all development is complete to demonstrate it to the government.

In a marine construction project, the project manager is informed by the marine authority that the work permit will not be issued until certain environmental reinforcement work has been completed. After reviewing the project management plan, the reinforcement work is not included in the project scope. What should the project manager do?. A. Raise this issue, and review and update the progress report for the next monthly project meeting. B. Communicate with an officer in the environmental protection department to check if it is necessary. C. Organize a meeting with the team and update the work breakdown structure (WBS). D. Start the organization’s change control process via a change request.

An organization is undergoing an agile transformation. The executive leadership team is concerned that they will lose control over the scope of the project. What should the project manager, who is responsible for this project, do to mitigate this risk?. A. Propose a multilayered gate system based on risks and financial expenditures, involving the executive leadership team as needed. B. Assure the executive leadership team that the current governance model will not be affected by the agile approach. C. Ensure that the executive leadership team approves all scope that is being proposed by the multiple agile teams to avoid misalignment. D. Propose a governance model that empowers the teams while providing the necessary oversight to the executive leadership team.

The project sponsor recently requested that a vendor begins working toward adopting a hybrid approach. In response, the vendor hired a project manager experienced in agile for the project. What does that project manager need to do to make the team work in a collaborative way?. A. Allocate time to mentor the team. B. Request the project management office (PMO) for a team of mentors. C. Identify any training gaps. D. Update the issue log.

A project manager is assigned to a multiyear enterprise resource planning (ERP) solution project. During planning, the business sponsor emphasizes the importance of demonstrating value along the way, while maintaining the integrity of the final product. How should the project manager establish the delivery model for this project?. A. Communicate the latest status to the steering committee and provide a demo of the features completed. B. Reestablish the project as a program with multiple small projects, as each project will be delivered as a product of its own. C. Schedule routine demos on features completed and deliver a single product once all features are completed. D. Organize the project into multiple subsets based on business functions and deliver each subset as a component of the final product.

At a recent steering committee meeting, the project sponsor asked the project team to add a major feature to the final product. After consulting with the project team, it is determined that the change will cause significant impacts to the original project delivery date and budget. What should the project manager do to assess the priorities and meet the new objective?. A. Communicate the results and negotiate the needed resources and time with the stakeholder. B. Submit a change order request with the new project objective to the project management office (PMO). C. Initiate a crashing routine to gain extra time for the added feature. D. Ask the project team to work overtime in order to accommodate the new changes.

A project manager is working on a critical path activity and notices a delay in product delivery due to an anticipated event. What should the project manager do first?. A. Use the contingency fund. B. Update the risk register. C. Prepare a change request. D. Follow the risk response plan.

Two team members are arguing about which technology they should use when implementing iteration tasks. The predictive approach was broken into several iterations that need to be completed on time so as not to jeopardize the project's timely completion. What should the project manager do to resolve this issue and help the team move on to the next iteration?. A. Allow the team to decide since the teams should be autonomous. B. Suggest their own approach to solve the issue and ask the team to follow it. C. Call for an open dialogue which the team will arrive at through consensus. D. Postpone the selection of the technology used until more information is gathered.

A complex project is in the execution phase. A key stakeholder who is new to the project has not been approving project deliverables, which could impact the overall progress. What should the project manager do next?. A. Capture this in the issue log and escalate it to the project sponsor. B. Discuss the need to influence this stakeholder with the sponsor. C. Meet with the stakeholder to understand what is causing the delays. D. Facilitate a brainstorming session to find potential workarounds.

During regular project progress review meetings, one team member shares bad news that has a significant impact on the project schedule. How should the project manager react to ensure the project remains successful?. A. Thank the team member for raising this issue, log it, and move on to the next topic. B. Punish the team member for providing negative data that will affect the team's morale. C. Focus the discussion on recovery and ways to get back on track. D. Act in a way to highlight the criticality of the situation.

At the end of a workshop to review project deliverables, a number of follow-up action items were generated. What should the project manager do next?. A. Defer all actions until the next workshop to keep the team focused on other higher priorities. B. Prioritize the actions with the team, assign individuals who will be responsible for completion, and monitor progress. C. Review the critical path and update the project schedule with the newly identified tasks. D. Follow up on each item as soon as possible to ensure timely completion and report the status to management.

A project manager is assigned to a global project where, during the planning process, team members from different regions are not agreeing to collaborate with each other. What should the project manager do?. A. Review the organizational culture, structure, and governance. B. Coordinate a meeting with regional managers to ask for support. C. Review lessons learned from previous projects that used the same team. D. Coordinate a meeting to understand the situation and resolve any conflicts.

During the development of a project in a dynamic market environment, new unforeseen legal requirements have come into effect. The project manager is not sure if some of the project deliverables will be fully compliant with the new requirements. What should the project manager do?. A. Agree with the project team that the new requirements will be applied to the next project, not the one already under development. B. Evaluate the consequences of noncompliance with relevant stakeholders and update the risk register with agreed actions. C. Request the project management office (PMO) to assign a dedicated resource to monitor the external environment to enable more reaction time. D. Stop the project until someone in the organization can identify all the new requirements and how they impact the project.

During the initiation stage of a multimedia exhibition-design project, the project manager is developing the project management plan. What should the project manager do to complete this task?. A. Initiate a survey to solicit end-customer opinions and prioritize exhibition contents. B. Initiate an additional services agreement in case the key deliverables list was not clearly stated in the contract. C. Benchmark other similar exhibitions' deliverable lists and final outcomes. D. Clarify the high-level business requirements with the event organizer as a basis for forming the deliverables list.

A system migration project is in its closing stage. The project manager is being pressured to close the project. The project manager communicated to all stakeholders; however, the last department to migrate indicated that they have not received the notification. What should the project manager do?. A. Close out the project and tell the manager to open a service desk ticket. B. Log the issue and assign it to the project team member(s). C. Escalate the issue to the project sponsor and upper management. D. Report the issue during the next status meeting at the end of the week.

An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low. What should the project manager do?. A. Create a risk register to identify, capture, review, and manage risks using a risk management process. B. Trust the development team's risk estimation and inform the project sponsor that the risks will be evaluated at a later time. C. Create a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project. D. Capture all the backlog entries assessed by the development team to have evidence that risk management has been completed.

A new marketing vice president just joined a software startup and is concerned that the agile model does not provide the needed accountabilityfor their role. What should the responsible project manager do to ensure the vice president is comfortable with the project meeting its agreements?. A. Establish an executive review board where all stakeholders discuss and approve features and requirements. B. Foster an environment of open communication where all parties can discuss issues and agree on objectives. C. Leverage the use of the review/demo sessions with the vice president to acknowledge that the agreements were met. D. Require proper approval of all requirements from the marketing vice president and formally document the agreements.

A project manager is acting as a servant leader and is struggling to make deadlines on a critical roadway construction project that is falling behind schedule due to a low-performing team. In order to get the project back on track, what should the project manager do first?. A. Empower the team members to conduct their job activities and hold each person accountable to improve the schedule. B. Notify the project sponsor that the team is underperforming and request additional resources to compress the schedule. C. Contact each team member to inform them that further schedule slips will not be tolerated by the project sponsor. D. Begin holding daily meetings to assign each team member discrete tasks with specific due dates.

An IT company's office is closed abruptly due to a new government restriction. All employees are now working remotely. Project team A has a critical project delivery due in 2 weeks. The project manager, apprehensive about this sudden change, instantly emails the customer explaining that the project delivery will be delayed. The customer is unhappy with this and has escalated the issue to senior management. What should the project manager have done differently?. A. Disclosed to senior management in confidence, then communicated the delay to the customer. B. Communicated a new delivery date to the customer along with the news about the delay. C. Assessed the situation with the project stakeholders first and communicated the impact to the customer. D. Spoken to the customer on the phone and explained the reason for the delay instead of writing an email.

A project manager is implementing an enterprise-wide software project. The project has a great business impact and is fully supported by senior management. However, the project manager is facing difficulties getting the support of several key departments. What should the project manager do?. A. Ask senior management to communicate with these departments. B. Understand the user concerns and revisit the stakeholder engagement plan. C. Hire a project management consultant to help resolve the issue. D. Convince senior management to introduce rewards to resisting departments.

During a project to develop a new pharmaceutical product, the project manager was informed that there has been a change in government regulations regarding the materials of the project. What should the project manager do?. A. Update the contingency plan to take this issue into account. B. Meet with the stakeholders to update the risk register and risk management plan. C. Study the new regulations with the team and evaluate if there is any impact on the project variables. D. Review the procurement documentation and modify requirements as needed.

A globally distributed project team is running behind schedule due to the lack of team commitment and low morale. In order to bring the schedule back on track, what should the project manager do first?. A. Set up a meeting to perform a root cause analysis. B. Permanently colocate the team for better performance. C. Update the issue log and communicate it to the team. D. Seek the sponsor's approval to extend the project schedule.

A company has transitioned and is now delivering projects using a hybrid approach instead of a predictive approach. The distributed project team's knowledge of agile is varied. The project manager feels this new methodology will impact the timely delivery of the project. What should the project manager do?. A. Use the predictive approach for team members who are not knowledgeable in agile project delivery practices. B. Ask to execute the project with a predictive approach since there is a budget and schedule risk. C. Use crashing to reduce the critical path to ensure enough buffer to include the impact of the agile methodology update. D. Plan for training on agile tools and techniques used in the defined hybrid methodology for consistent application by all team members.

A new relevant project stakeholder suggested a change to some of the project parameters midway through execution. What should the project manager do next?. A. Reject the change because it is contrary to what was agreed to during earlier phases of the project. B. Transfer the change to the steering committee for them to evaluate and decide the appropriate next steps. C. Evaluate the proposed change with integrated change controls and discuss the change with the project sponsor. D. Accept the change and use contingency funds to implement this change with minimal schedule impacts.

A project manager just finished a meeting to identify the main stakeholders of the project. What should the project manager do next?. A. Analyze the stakeholders. B. Monitor all stakeholders. C. Keep all stakeholders informed. D. Engage the stakeholders.

In a functional organization, a product analyst is assigned to a short-duration application development effort. The analyst expresses concerns about the task and asks the project manager to provide the support of a peer with expertise in this domain. What should the project manager do?. A. Enroll the analyst in a capacity-building program, and keep this analyst assigned to the task. B. Recognize the analyst's concerns and reassign the task to another team member. C. Ask the analyst to use skills to develop the tool, then move development to another team member. D. Make sure the analyst has regular pairing meetings with the other team member throughout task execution.

A project manager works in an organization that wants to implement agile methods. Traditionally, the project progress was communicated via a weekly email to stakeholders. The development team uses a burndown chart and a kanban board to visualize progress. What should the project manager do?. A. Use the burndown chart and the kanban board as an auxiliary communication channel. B. Provide access to the burndown chart and kanban board and ask stakeholders to use them. C. Organize training for all stakeholders on the burndown chart and kanban board. D. Continue using only the traditional communication channels with external stakeholders.

A customer requests additional changes 1 day before the planned change date. How should the project manager respond to the change request?. A. Reject the changes as the lead time is too short. B. Check if the changes are covered in the statement of work (SOW). C. Determine whether the project team is capable of making the changes. D. Review the additional changes and perform integrated change control.

A company is transitioning from a predictive approach to an agile approach. A project manager is assigned to the first pilot with an inexperienced team. Due to an unexpected event, the whole team is asked to work remotely. During the second sprint, the project manager starts to notice a lack of commitment from the team members. What should the project manager do in this situation as a servant leader?. A. Coach team members to increase their engagement and collaboration. B. Request an exception to allow the team to return to work on-site. C. Force the team to attend the daily standups to gather the project status. D. Allow the team to address the problem as a self-organized team.

An agile team has been assigned to a project that mandates the implementation of changes to key government products. The team has been given 6 months to fulfill this mandate. What should the team lead do next?. A. Create the project charter and statement of work (SOW) to estimate the changes and the scope of the change. B. Create all of the stories just for the next sprint and skip the epics until the next sprint. C. Create all of the stories needed to fulfill this change, document them in the backlog, and prioritize them according to business value. D. Create the epics at a high level for the requirements and begin grooming sessions.

A project manager has been assigned to a hybrid project. The project manager needs to ensure all team members are collaborating and are aware of the project's ongoing changes. What should the project manager do?. A. Encourage collaboration on a daily basis, facilitating different communication channels. B. Distribute a project newsletter that includes any project changes and required project information. C. Meet daily with the project team and include a monthly report on the risks and issues. D. Send out daily emails with the project status and task lists to all team members.

A project leader is assigned to a new project and is asked to assemble an effective five-member agile team. If the project leader has no restrictions, which team should they choose?. A. A team whose members have more general aptitudes and can collaborate on different tasks. B. A team whose members work independently and are the best subject matter experts (SMES). C. A team whose members have more general aptitudes but like to work individually. D. A team whose members have different skill sets and are spread out geographically.

A project manager is leading the first agile project for the organization. During the kick-off meeting, the project manager notices that the team does not have the same understanding about agile approaches. The project manager is concerned about the impact of that confusion. What should the project manager do to address this situation?. A. Evaluate the possibility of managing this project using a predictive approach. B. Mentor the team to explain agile principles and create a shared understanding. C. Hire a functional manager who is familiar with agile methodologies. D. Submit a change request for a new team that has agile experience.

A junior project manager was recently hired to lead a complex project scheduled to kick off in 2 weeks. The junior project manager was introduced to another project manager for mentoring. Which two benefits will the junior project manager realize by being assigned to a mentor? (Choose two.). A. The mentor will be involved in the decision-making processes implemented by the junior project manager. B. The mentor can provide past project documentation with early warning indicators that potential problems could occur. C. The mentor will be immediately available to take over the project if there are problems or project delays. D. The junior project manager reports administratively to their mentor so that human resource (HR) questions can be answered quickly. E. The junior project manager can discuss certain problems with their mentor without fear of retribution.

A project manager is working on a project with three virtual teams. Team A is in a different time zone than teams B and C. The project was going well, but recently team A has started feeling left out. Information reaches team A late or is sometimes missed, and teams B and C give preference to each other's problems over team A. The project manager has already set project guidelines, but realizes they need to be improved. Which two things should the project manager do to help the teams collaborate better? (Choose two.). A. Update the communications management plan and encourage the teams to review it promptly and proactively. B. Schedule weekly progress meetings with all three teams and have them take turns as key players. C. Create a status reporting template and share it with all team members before the day ends. D. Plan for team members to temporarily work at each other's locations to better provide a sense of community. E. Schedule daily meetings with each team to understand their progress and concerns in detail.