PMP_1201_1260

The project manager's firm is executing a construction project. The project is stalled due to reemerging conflicts and misunderstandings among stakeholders. What should the project manager do to ensure a smooth start and completion of the project?. A. Invite all the stakeholders to a change control board (CCB) meeting, share feedback and facts, and come to a consensus. B. Advise the rm to cancel the project due to misunderstandings among the stakeholders and the associated risks. C. Conduct an on-site survey, start the project to avoid any undue delays, and ensure costs are under control. D. Determine the root cause of the misunderstandings, get all parties to reach a consensus, and help to implement the outcome.

A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior developers. While reviewing the project status with the team, the project manager observes that the team seems to lack direction and enthusiasm. What should the new project manager do?. A. Encourage participation in decision making and empower the team. B. Ensure everyone performs their assigned tasks as planned. C. Meet with the project sponsor and propose a corrective action for the project. D. Organize frequent team-building sessions and update the risk register.

A project manager implementing a hybrid project is dealing with multiple stakeholders in a rapidly changing business environment. How should the project manager ensure that the needs of stakeholders are consistently met?. A. Add more iterative techniques to improve stakeholder learning. B. Use iterative life cycles involving stakeholders to enable the team to improve the product end result through successive prototypes. C. Identify all the critical stakeholders during project initiation. D. Assign one team member to one stakeholder to ensure that the responsible team member is conversant with the needs of the stakeholder.

In an agile environment, a project is running iteration four out of six. A team member leaves the company with no replacement. What should the project manager do?. A. Ask the sponsor for an experienced team member in the company to help the project team. B. Reduce the scope of the project and inform stakeholders. C. Ask the team for extra work to fulfill the project commitment. D. Update the issue log and refer to the resource management plan to address the situation.

A new team member is assigned to a team that consistently delivers each iteration. The new team member does not understand many of the processes followed and begins to negatively impact the schedule. What should the project manager do?. A. Allocate time within the iterations to mentor the new team member. B. Assign easier activities to the new team member. C. Place the new team member on a performance improvement program. D. Ask another team member to take some of the new team member's work.

During the project planning phase, a project manager is informed that they cannot start one activity before another department implements the required IT system. What should the project manager do?. A. Fast track this dependency to avoid delaying the project. B. Perform Integrated Change Control. C. Ask IT to prioritize the needed system to meet the schedule. D. Include the dependency in the project schedule.

A project manager is building a team to work on a service integration project that will transition technology management services from company A to company B. The project team will consist of members from both companies. Prospective team members for the project are located all over the world, have different types of technology backgrounds, and use different approaches for work. How should the project manager build a cohesive, high-performing team?. A. Ask the human resources (HR) department to arrange interview meetings to select the team. B. Organize the team members into several kick-off sessions based on technology type. C. Ask prospective team members to write a short biography explaining how they can contribute to the team's success. D. Review the list of team members’ skills and understand how they will work together to deliver the project outcomes.

A project manager is leading a project at a contracting company, and the project team just completed an iteration. The product passed inspection, but an additional feature was added to the product. The customer notices the additional feature and thinks it will introduce new risks to the product. What should the project manager do to avoid this situation in the future?. A. Follow the proper change control process and evaluate the change for further impact. B. Perform frequent reviews with the customer to ensure that the product is working as expected. C. Manage the scope baseline to influence the factors that drive change. D. Work with the customer to ensure the feature adds value.

A project team delivered a critical deliverable to the customer. The customer complained that the maintenance manual was not included. What should the project manager do next?. A. Review the terms and conditions of the contract. B. Submit a change request to include the manual. C. Review the stakeholder engagement plan. D. Add the needed manual and update the risk log.

A company is moving its headquarters to another city. The project manager responsible for the assignment has been using a predictive approach during the transition. However, the information systems will be migrated using an agile approach. The project manager needs to decide which kind of contract to sign with the vendor responsible for migrating the systems. The project manager is concerned about controlling finances while delivering results. How should the project manager address this situation?. A. Sign a single agreement for the whole project. B. Confirm payment after each project retrospective. C. Negotiate payment after all project migration is completed. D. Use fixed-price increments as user stories are completed.

A leader from project B consistently reaches out to a team member in project A for assistance. What should project A's project manager do?. A. Tell project A's team member to ignore project B's leader. B. Talk with project B's leader to discuss possible impacts to both projects. C. Allow project B's leader to continue building relationships. D. Ensure that project A's team member can finish the work committed to project A.

A risk was identified at the beginning of a project, and a response plan was established. Unforeseen consequences resulted in a higher level of risk. The project manager has an idea that could address the new risk in an efficient way, but the response is different from the original risk mitigation plan. What should the project manager do?. A. Submit the new response plan to the stakeholders for their review. B. Obtain management approval prior to implementing the new risk response. C. Implement the new response to address the risk. D. Use the management reserve to mitigate the risk.

The testing backlog for a hybrid project has increased significantly and is becoming a bottleneck. The team has researched a tool that could resolve the bottleneck, and the project manager has been informed. What should the project manager do next?. A. Escalate the issue with the product owner. B. Reduce the testing scope of the backlog. C. Add developers to remove the backlog. D. Enroll team members in training on the tool.

A project manager has taken over a project that has been without a project manager for the last couple of weeks. The team is feeling lost and there are a few team members who are confused about the next steps and the final outcome of the project. What should the new project manager do?. A. Set short-term goals in order to create a winning culture internally and praise team members for achieving them. B. Ask the project sponsor to provide team members with a project direction regarding outcomes. C. Avoid conflict and let the team self-organize on how they want to work on the project tasks. D. Escalate the situation to the steering committee and request that more time be allotted to the project.

A project manager is leading a project that will be delivered using a Scrum framework. The organization has an innovative project management office (PMO) that fully supports agile and also has a very friendly procurement team. A new vendor needs to be engaged to provide more developers for a new reporting platform. What should the project manager do?. A. Consult the development team and engage a vendor that is recommended by them. B. Use a formal approach using procurement policies, procedures, forms, and work instructions. C. Consult the product owner and engage a vendor that is recommended by them. D. Use an agile approach and engage a vendor that delivered well in a previous organization.

A project manager is assigned to a time-bound internal project on quality improvement. During project execution, the project manager observes that a specific team member is being isolated by other team members. Which three actions should the project manager take? (Choose three.). A. Identify the isolated team member as a risk and document the situation in the risk register. B. Get feedback from other team members to understand what led to this situation. C. Obtain feedback from the isolated team member to understand the situation. E. Arrange and conduct team-building sessions to improve team effectiveness. D. Allow team members to resolve personal issues without involving the project manager.

A project manager has been appointed to lead a project but has not previously worked with the project team members. The project manager notices that the team is a mix of senior and junior professionals. What should the project manager do to start establishing a successful relationship?. A. Schedule one-on-one meetings with the project team members to coach them on how to do their work better based upon previous experience. B. Start speaking with each team member separately to understand their needs and personal goals to determine a leadership style. C. Establish authority in the team by setting ground rules and key performance indicators (KPIs). D. Schedule a team-building activity and start meeting personally with the project team members.

A project manager wants to ensure that the project acceptance criteria are met for all project deliverables. What should the project manager do to accomplish this?. A. Create a statement of work (SOW) and ensure it remains unchanged during the project life cycle. B. Include project stakeholder expectations and needs while creating project acceptance criteria. C. Schedule regular meetings with project stakeholders to make sure they are satisfied. D. Discuss project acceptance criteria with the project sponsor before the execution phase.

A project team member does not submit the project status report on time. The team member is frustrated about being required to complete the report. The team member believes that the report does not reflect the reality of the project, has too many pages, and will not be read by stakeholders. What should the project manager do?. A. Review the requirements of the report with the team member to redefine its purpose. B. Instruct the team member to provide the report and document this in the performance review. C. Reassign the report to another team member to prepare and submit it as requested. D. Escalate to the team member's functional manager that the report was not submitted as requested.

A project manager has been assigned to a new project. There is one team member who never says anything during meetings. After meetings, however, the team member sends detailed emails with very good suggestions that help with project execution. How should the project manager guide the team members?. A. Remind the team members to follow the team charter. B. Arrange a team-building activity to involve all team members. C. Motivate the team members to speak freely in the meeting. D. Review the communications management plan with the team members.

The project manager of a high-risk project is concerned about a delay in the schedule that might force the project to move its go-live date. What should the project manager do next?. A. Capture the risk in the risk register and monitor it to prevent it from becoming an issue by taking the proper response action. B. Raise a change request to the change control board (CCB) to ask for funds to onboard new resources to expedite the project. C. Ensure that the project meets the committed timelines as this is the core objective and purpose of the project. D. Ask the sponsor to start a new project to support the existing project and help it meet the original timeline.

A new privacy law will go into effect at the beginning of the next calendar year. The project manager realizes the project needs to be compliant with the new law. What should the project manager do next?. A. Inform the legal department that the project scope will be updated. B. Inform the product owner that the project will continue as planned. C. Inform the project steering committee of this constraint. D. Inform the project team and create a spike for the next iteration.

A key customer stakeholder asks the project team to include new tasks in the backlog and begin analyzing new requests. The customer expects results as soon as possible and pressures the team to attend noncritical meetings. The team is frustrated by this situation. How should the project manager approach this situation?. A. Work with the team to receive customer directions and improve the process. B. Ask the customer to work with the product owner to prioritize all requests. C. Call for an internal team retrospective and create an improvement action plan. D. Understand the customer's perspective and provide mentoring on agile mindsets.

The operations director complains to the Chief Executive Officer (CEO) about the outcome of a project's first sprint. The operations department will not be able to support a new product due to poor performance indicators. The project team facilitator asks for feedback from the project team and is informed that performance information is available in the application server log. How should this complaint be addressed?. A. Request that the issue be included in the next board of directors meeting to explain all of the needs. B. Add the complaint to the product backlog to be addressed in the next sprint. C. Invite a member of the operations team to be part of the validation and sprint meetings. D. Ask the operations director to define the acceptance criteria to make clear the delivery is correct.

A project manager is assigned to a yearlong project. Before the start of the design phase, a competitor announces that they will release a similar deliverable in 8 months, although with fewer features and functionality. Which two actions should the project manager take next? (Choose two.). A. Modify the project management plan with an incremental approach. B. Discuss and review this external risk with the project sponsor. C. Update the project artifacts to include this issue. D. Evaluate the impact of incremental deliverables. E. Reduce the scope items of the final deliverable.

A global petroleum crisis has affected the distribution of crude oil in the region where the construction project is underway. Materials are not being delivered on time and this phase of construction is already behind for what was initially planned. What should the project manager do first to prevent the project from going further off track?. A. Propose a pause in this phase to save labor costs and asset depreciation. B. Proceed with the project using management reserves to cover any delays or losses. C. Establish new partnerships with other suppliers in anticipation of any delays. D. Perform a risk assessment and define a risk response action plan.

A project manager is managing the opening of a new office overseas. At the beginning of the project, possible delays due to legal permits are raised by one stakeholder. Subject matter experts (SMEs) reassessed the concern and suggested assigning more time for this permit, and the change control board (CCB) agrees. Which document should the project manager update first to document this change?. A. Schedule baseline. B. Scope baseline. C. Risk register. D. Cost baseline.

After a project team has been working on a project for several months, the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work. The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project. How should the project manager handle this situation?. A. Archive the project artifacts on the project manager's local computer for future reference. B. Document the project sponsor's instructions as the archived project artifacts. C. Comply with the project sponsor's request to not archive the project artifacts. D. Consult with the project management office (PMO) for guidance on project artifacts.

A project manager is newly appointed to an ongoing project that will develop a new solution using an affiliate of the company. The deployed resources will come from another entity of the company. When asked to confirm the availability of the deploying team, the deploying manager declined. What should the project manager do first?. A. Refer to the project's resource management plan. B. Ask the project sponsor for external resources. C. Reschedule the project taking this new information into account. D. Create a change request to be validated by the project sponsor.

A project manager works for a company that has a reputation of delivering environmentally sustainable projects. During the half-yearly review of the project, the project manager raises serious concerns with the project sponsor regarding the project's viability and success. There are some stakeholders who oppose this project on the grounds of compromising land erosion. What should the project manager do?. A. Request additional resources from the business unit manager due to the project's complexity. B. Calculate the float on the project because it has severely affected the project's major critical path. C. Propose to close the project because it no longer fits the business values of the organization. D. Calculate earned value (EV) because the project manager is forecasting a loss for this project in the yearly review.

A project manager is assigned to a project with a long time line and complex scope. The client requires a high-level, long-term plan as well as something that will work immediately, adding features to the product as the project progresses. How should the project manager plan and deliver this project?. A. Plan the project with a predictive approach with a work breakdown structure (WBS) and then execute it using an agile approach to deliver value incrementally. B. Plan the project with a predictive approach and a work breakdown structure (WBS) following the plan and deliver value at the end of the project. C. Agree on a minimum viable product (MVP) first to be delivered immediately with the client and then release the rest of the scope at the end of the project. D. Select an agile approach and manage the project according to best practices to ensure value is delivered to the client.

An organization is producing a product using a hybrid approach with several phases. Some of the phases are planned to be executed in predictive and some in agile. During the agile phase, the project manager notices that the team members sometimes unknowingly work on the same task. What should the project manager do?. A. Communicate the task assignments to the team members in a clear manner. B. Confirm that the agile coach has made the task assignments clear. C. Verify that the team members have made the task assignments clear. D. Verify that the product owner has made the task assignments clear.

A project manager created a contingency plan associated with a risk. The risk was realized, but the client insists on using a new workaround instead. The requested workaround will introduce delays and require additional budget. What should the project manager do?. A. Request to use the management reserve to keep the schedule. B. Discuss the options with the client as part of the change control process. C. Proceed with the approved risk response plan. D. Mitigate risks associated with the workaround to avoid project delays.

A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints. This request does not match the project manager's expectation, since a program manager is overseeing the remaining work. How should the project manager approach the situation?. A. Schedule a meeting to discuss the different perspectives and agree on a decision. B. Politely inform the program manager that attending these meetings is no longer required. C. Provide an answer via email recommending a division of tasks between both roles. D. Attend only the program meetings where the market launch is being monitored.

During the execution phase of a healthcare IT project, the project manager nds one stakeholder is very difficult to communicate with and obtain feedback from on project deliverables. What should the project manager do?. A. Share a template with the stakeholder to receive feedback on deliverables. B. Use networking skills to approach the stakeholder. C. Ask the project sponsor to arrange a meeting with the stakeholder. D. Update the stakeholder engagement plan for the stakeholder.

In an agile project that is about 45% complete, most team members are siloed and lack an understanding of each other's work. What would have most likely caused this communication breakdown?. A. The daily standup meetings were not consistently attended. B. The weekly project status reports were not published regularly. C. The sprint review meetings were not held regularly. D. The project manager failed to develop a communications management plan.

A project manager is leading a project that is at 90% completion. One of the key stakeholders requests a certification program to be included as part of the project. Another stakeholder disagrees and informs the project team that there should be no change to the project management plan since the project is nearing completion. What should the project manager do?. A. Raise a change request to the change control board (CCB) and inform the project sponsor about the change. B. Update the project management plan and adjust the project budget with this change request. C. Ask the key stakeholder to take the lead in handling the request since they are more knowledgeable. D. Request a meeting with the stakeholders and their team members to inform them about this change.

In a product development project, the project manager is constantly receiving complaints from stakeholders about functionalities being delivered, but not required by the business departments. The project sponsor wants to know if the project resources are being used effectively. What should the project manager have done to avoid delivering work that is not adding value to the business?. A. Ask the stakeholders to document their complaints in change requests. B. Define a product scope and ask the stakeholders to not deviate from it. C. Encourage the product owner to meet with the stakeholders and create a product backlog based on their needs. D. Document the stakeholders' needs, review them during the retrospective, and create improvement plans.

The project leader for an agile team has discovered that a certain team member has been struggling with an impediment that is hindering the team's progress. The project is now at risk of completing later than expected. What should the project leader do?. A. Escalate the impediment and associated risks to the business sponsor. B. Identify the impediment and associated risks at the daily standup. C. Report the impediment to the functional manager. D. Identify the impediment during the retrospective.

A project manager is working on a project using a hybrid approach. The project is scheduled to be completed in three more sprints. One of the team members notifies the project manager that they are leaving the company, which was approved by their functional manager. What should the project manager do first in this situation?. A. Ask the functional manager for an immediate replacement for the team member. B. Review the risk management plan and mitigation plan to understand the impact of this issue. C. Ask the functional manager why a decision was made without consulting them. D. Use soft skills to influence the team member to stay until the project is completed.

During the execution of a hybrid project, one developer had to be replaced. The new resource is extremely competent in quality assurance tasks, but does not have much experience in development. What should the project manager do?. A. Allow the team to reevaluate the tasks and determine how they should be allocated. B. Request that all quality assurance tasks be allocated to the new resource. C. Move the developer to another team and look for a replacement developer. D. Maintain the same task allocation structure to avoid any disruption in the project team.

A project team is globally distributed with team members living and working in different time zones. The project manager is trying to get the team to collaborate effectively. Which three actions should the project manager take to accomplish this goal? (Choose three.). A. Send out a survey to review the preferred method, timing, and frequency for communications. B. Review the communications strategy with the team regularly with a view for continuous improvement. C. Compile a communications management plan with input from all stakeholders and distribute for review and approval. D. Require the team to have daily mandatory meetings with the project management office (PMO). E. Recommend the use of formal written documentation in all project communications.

In a project steering committee meeting, a few stakeholders raised concerns that the project manager's report shows that the outcome of the project is already in the market while the project is still in development. The project manager explains that the project is being delivered in sprints and involves different releases. What should the project manager do to avoid a recurrence of this scenario?. A. Ensure the content of the project report is clearly understood and request any necessary feedback. B. Ensure that all product features are completed as per the communicated specifications before releasing to market. C. Send a detailed report to each steering committee member ahead of the meeting. D. Invite critical stakeholders to the daily project review meetings to ensure their full engagement and involvement.

A company has an existing contract to maintain and enhance a client's customer database. The company's legal department informs the project manager that a new piece of legislation requiring stricter protection of customer information might soon be signed into law. The law will require additional security features to be implemented into the database the project manager is maintaining. These features are not included in the scope of the current contract. What should the project manager do?. A. Update the risk register to include this issue and discuss the appropriate risk response plans with the project sponsor and client. B. Ask the legal department to raise the issue in the next contract negotiation with the customer. C. Seek the project sponsor's support to influence the client to amend the contract immediately. D. Wait until the legal requirements are finalized so the change in scope can be concretely defined.

A company has decided to initiate a project to eliminate a sales channel that has been unprofitable for the past 3 years. Some members of the project team are pessimistic about the project. What should the project manager do in this situation?. A. Communicate the project's impact and plans to engage the project team throughout the project. B. Engage the functional managers to describe the project's impact to the team members directly. C. Escalate the team's concerns and ask the project sponsor to change the team's composition. D. Provide team members with specific and clear instructions on the project objectives and tasks.

A geographically distributed project team working on an iterative project adopts a new mode of communication following changes in health protocols. The colocated team members are finding themselves challenged with understanding verbal communication and collaboration methods. What should the project manager do?. A. Add collaboration tools to the communications management plan. B. Allow collaboration to smooth out communication between team members. C. Escalate these communication challenges to the project sponsor. D. Organize a team meeting to resolve the communication challenges.

A project team is executing a large regulatory project comprised of a multitude of internal and external stakeholders. An initial impact analysis revealed several systems, including an enhancement to existing modules as well as new builds. After completion of the initial design workshop, the team conducted a brainstorming session to better understand the types of likely users. Which technique will best serve this purpose?. A. Power user grid. B. Personas. C. Power influence grid. D. Salience model.

A project with multiple teams recently transitioned from a predictive approach to agile as requested by the product owner. Midway through implementation, a team member noticed there was no technical capability to support the current business requirement; therefore, the project will need to be reworked and the issue needs to be communicated to all stakeholders. What should the agile project lead have done to avoid this situation?. A. Requested the product owner's approval to add an external expert to define the acceptance criteria. B. Dened a clear acceptance criteria at the initiation phase and continued with the project. C. Assessed the technical and organizational readiness for the project and identified risks at the beginning of the first iteration. D. Increased the communications between the team member and the product owner.

A company has been following a predictive approach and always waits for the preceding phase to be completed before evaluating the quality of their products. A new project manager with experience in hybrid approaches has been assigned to help increase the efficiency of the company's quality management process. What should the new project manager do to address the process improvements?. A. Discuss the process improvement with the project management office (PMO) lead to update the project delivery framework. B. Define a ground rule to comply with the quality standard and ask the team members to apply it. C. Understand the context and interdependencies of the process from the team members and then define improvements. D. Continue with the process as is, and wait until the next phase to suggest any improvements.

A human resources (HR) cost report was disclosed, by error, to all members of the project team. This situation generated a conflict between the team members about differences in their salaries. What should the project manager have done to avoid this situation?. A. Ensured reports with significant information were not included in the communications management plan. B. Included noncompliance punishment measures in the communications management plan. C. Designated the appropriate recipients for the report in the communications management plan. D. Validated the information and the appropriate recipients per the communications management plan.

A project manager is managing a project in the execution phase, which was agreed upon with the sponsor. However, the sponsor is constantly micromanaging and requesting iterations that are affecting the team's effectiveness. The sponsor indicates that as long as the project scope is not affected, these iterations are needed to simplify the project. How should the project manager handle the situation?. A. Review validation and control procedures. B. Perform stakeholder requirements activities. C. Approach the sponsor about using an agile approach. D. Discuss reducing interruptions with the sponsor.

A project team is experiencing conflict between two team members. Team member A feels that team member B is always talking over team member A and does not listen to any advice. Team member B is not willing to listen to feedback. What should the project manager do to resolve the issue?. A. Report the performance issue to both of the team members' supervisors. B. Review the ground rules for collaboration within the team. C. Modify the communications management plan and resend it to the team. D. Move one of the team members to a different project team.

A project manager is nearing completion of an automation project. One of the key stakeholders requests a meeting to discuss some new ideas that would make the project even more appealing to end users. As a result, the stakeholder suggests that the project manager does not close the project. What should the project manager do first?. A. Add it to the issue log as an ongoing issue. B. Review and validate the scope management plan. C. Update the project charter with the new requirement. D. Add a risk to the risk register.

During the release of an important product, a vice president for a different product line brought a valid concern to the project team, which had to be completed before the release. The vice president has not participated in other product discussions until now. This additional work resulted in a delay of the product release. How should the project manager have handled this situation earlier in the project?. A. Identified the vice president as a stakeholder. B. Recorded the vice president's concerns in the risk register. C. Shared project boundaries so that everyone was aware of the scope. D. Escalated any dissent to top management right away.

A project manager is working on a time and materials (T&M) project using a hybrid approach. The milestones and outcomes are defined for the first 6 months with incremental releases every month. After the first 2 months, the client communicates their dissatisfaction with the results and asks to change the course of the project. The project manager held a face-to-face meeting with the client and now has a better understanding of the newly desired milestones and outcomes. What should the project manager do first?. A. Draft a contract change with the desired scope changes and send it to the client for approval. B. Forward the client's request to management as a change request to get formal approval. C. Finish the current monthly release as it was planned and replan for the future months. D. Document the information in the meeting minutes and share it with the project stakeholders.

In a fixed-time and budget project, the customer wants the development of a core component to be based on agile practices, as the final scope of the requirement has not yet been fully developed. The project manager is participating in contract development with the sales team and wants to ensure that development costs do not impact the profitability of the project. Which two controls should the project manager incorporate into the contract to specifically address the development of the core component? (Choose two.). A. Establish a governance committee to review the contract delivery. B. Provide alternatives to scope change at specific project phases within the contract. C. Tier the contract for fixed and agile components. D. Limit the number of iterations for development in the contract. E. Require that only internal resources be utilized for this project.

A project stakeholder has left the company. The new stakeholder is a family member of one of the team members. This stakeholder does not attend meetings. The project manager finds out that the stakeholder has been asking the family member for project updates. What should the project manager do?. A. Forward the project status reports. B. Escalate this to the project sponsor. C. Request a meeting with the stakeholder. D. Design an updated status report.

A team member is openly criticized by others during a standup meeting for failing to complete yesterday's tasks. What should the agile coach do First to address the situation?. A. Avoid the discussion by referring to the team charter. B. Let the discussion go on as it is important that the team is clear on priorities for the day. C. Address the team members involved during the next sprint retrospective. D. Emphasize the ground rules and then focus on today's activities and impediments.

Drag the technical practices on the left to the scenario on the right. Spikes. Test-Driven Development (TDD). Continuous Delivery. Behavior-Driven Development.

A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customer detailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent the project from being completed in the number of iterations initially planned. What should the project manager do next?. A. Create an issue log template that will be used to identify and track impediments. B. Create a schedule management plan to ensure the project meets the delivery date. C. Create a contingency plan in case the project deviates from the initial plan. D. Create an assumption log and map assumptions to impediments based on the impact to the project value.