PMP_121_180

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?. A. Schedule training for the project team on the new regulations introduced by the government agency. B. Set up a structured, independent processes to determine if project activities followed the standards. C. Update the lessons learned register and inform senior management of the new standards. D. 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?. A. Discuss the issue in the next sprint review meeting. B. Train the team members on the organization's procedures. C. Ask the organization to improve the internal procedures. D. 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?. A. Support the team during the planning phase to only commit to what they are able to deliver. B. Request additional resources to continue delivering value while reducing team stress. C. Ask individual team members to plan staggered leave to avoid becoming stressed. D. 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?. A. The software development has a high uncertainty level, so an agile approach is recommended for the project. B. A hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries. C. The deliverables are significantly different, so the project should be split into two projects that are driven by a program. D. 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?. A. Request budget to reward the team member so others will be motivated to obtain the same certification. B. Promote the team member to product owner to leverage the new knowledge with the clients. C. Ask the team member to use their recently acquired knowledge to develop and provide training to the team. D. 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?. A. Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy. B. Add the missing budget items to the risk log and present them in the next project steering committee. C. Start the project and deal with these budget issues as they arise throughout the project life cycle. D. 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?. A. Escalate the issue to senior leadership for resolution. B. Work with relevant stakeholders to determine possible solutions. C. Update the schedule baseline to the new project time line. D. 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?. A. Communicate with the vendor and project team and explore possibilities for resolving the issue. B. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract. C. Escalate to management and prepare for project closure by canceling the contract with this vendor. D. 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?. A. Use a direct, collaborative approach with the technician and supervisor. B. Provide a just-in-time training to the technician to improve their skill set. C. Replace the technician with a high performing resource as time is critical. D. 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?. A. Contact the project sponsor to request approval to release the current team and hire replacement personnel. B. Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution. C. Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude. D. 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?. A. Review the supplier's contract to understand the terms of sale. B. Insist that the supplier deliver the goods on the agreed date. C. Update the risk register and take advantage of the opportunity. D. 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?. A. Refuse to allow the client to change the scope and examine the lessons learned register. B. Decompose the deliverables into work packages and review the project charter. C. Create tight scope statements and review the historical information. D. 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?. A. Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training. B. Escalate the issue to the functional manager. C. Perform the quantitative risk analysis for the team member. D. Contact the project management oce (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 articial 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?. A. Create an opportunity for the project team to recognize this developer. B. Print a recognition certicate and present it to the developer during a meeting. C. Send a recognition email to the team and copy management. D. 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?. A. Video conferencing. B. Encrypted emails. C. Phone conversations. D. Chat conversations.

A project manager is part of a global project team and is in charge of managing the scope dened 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?. A. Assess the team's capacity to absorb the workload. B. Evaluate and understand the cause of the conict. C. Escalate the situation to the project sponsor. D. 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 nancial department that is being delayed for a later iteration. What should the project manager do to clarify the situation?. A. Request support from the CEO on how to deal with the situation. B. Increase the size of the team in order to match any prior expectations of the CFO. C. Create an executive board to review the product backlog and replan the next iterations. D. 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?. A. Update the risks in the risk management plan. B. Review the risks throughout project execution. C. List the project risks identied in the kick-off meeting. D. Plan to update the risks at project closure.

A project manager recently nished 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 conict?. A. Ensure the new supervisor takes the lead when being challenged. B. Give the project team time to work through the issues with the new supervisor. C. Immediately remove the resource from the project team. D. Communicate with the resource on the roles and responsibilities of this project.

A project manager sent the rst communication about the project management plan to the team. The next day, two eld engineers were asking about their roles and the project schedule. What should the project manager have done?. A. Sent the roles and responsibilities matrix along with the project management plan. B. Conrmed that the communication was understood and solicited feedback from the team. C. Briefed each team member on their roles before sending the project management plan. D. 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?. A. Move the solution designer to another team. B. Review the process that resulted in this situation. C. Ask the team to document the design. D. Stop work until the design document is completed.

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?. A. Embed a feedback form into the system for users to respond. B. Build the functionality in the software to collect the operational usage data. C. Send out a questionnaire to all users regarding the most useful features. D. 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 x the problem and improve the quality?. A. 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. B. Hire an external company to add an additional layer of testing, making sure that the nal product is well inspected before releasing. C. Create a reward system granting incentives to the team members who are able to catch more defects. D. 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 oce (PMO) needs visibility of the regulatory constraints while maintaining a degree of exibility. Which tool can the project manager use?. A. Use a burndown chart to provide transparency. B. Use a burnup chart to provide transparency. C. Use a kanban board to increase accountability. D. 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?. A. Extreme Programming (XP) delivery, to mitigate the high risk related to a new product. B. Traditional delivery, to ensure high quality and that the product meets market demands. C. Incremental delivery, to ensure that mobile capability is released fast to the users. D. 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?. A. Escalate to the management team for delay approval. B. Add the risk and the delay to the risk register. C. Update the schedule to include the delay. D. 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?. A. Build channels to extend communication efforts to the local community. B. Focus on the sideward stakeholders only and let the organization manage the community. C. Use the city administration to address communication with the community. D. 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?. A. Request the business team to clearly dene their issues with the project work completed to date. B. Send out a status report describing the situation to the stakeholders and request general assistance. C. Study the stakeholder analysis to understand which stakeholder holds the most inuence and seek their assistance. D. 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 nds 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?. A. Involved operations stakeholders during planning. B. Reviewed the project management plan. C. Increased support hours for the hours of operation. D. 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?. A. Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities. B. Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides. C. Foster stakeholder participation by engaging them early on the backlog discussions. D. 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?. A. Consult the list of selected vendors for the bid and evaluate a possible change of vendor. B. Revise the procurement control process to avoid undesired changes that might affect the schedule. C. Assess the situation as an opportunity for improvement and perform a risk analysis. D. 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?. A. The project is earning less value than was planned. B. The project has started exceeding the planned cost. C. The project has earned more value than planned. D. 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 reect the expectations of the product. What should the project manager do next? A. Rewrite the stories to include the technical vision of the product B. Ask the senior developer to rewrite all the stories C. Engage with the customer and rewrite all the stories D. Request approval from the company director to conduct training for the team. A. Rewrite the stories to include the technical vision of the product. B. Ask the senior developer to rewrite all the stories. C. Engage with the customer and rewrite all the stories. D. 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?. A. Add 4 additional weeks to the schedule and request additional resources. B. Ask the sponsor to obtain a special work permit to continue work. C. Crash the resource management plan to keep the schedule on track. D. 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 identied and classied in the stakeholder register. Which project document should the project manager review in order to determine the reason for this issue?. A. Requirements traceability matrix. B. Issue log. C. Stakeholder register. D. 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?. A. Coordinate a one-to-one meeting with the specialist to assess the situation. B. Escalate this situation to the manager of the area for a possible solution. C. Provide time for the specialist to adjust to the pace of the project. D. 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?. A. Create robust incentives to the team members to encourage speedy delivery. B. Create a detailed project plan and escalate delays to the functional managers. C. Break down the deliverables into sprints and deliver value incrementally. D. 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 protability 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?. A. Migrate to an agile model, focusing primarily on an iterative approach, leaving the incremental life cycle as a next step. B. Change to an agile model, focusing primarily on the incremental life cycle, leaving the iterative approach as a next step. C. Maintain a predictive approach, but increase the focus on better planning and tracking to anticipate problems and avoid delays. D. Propose a hybrid approach, leveraging the benets 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?. A. Organize an early retrospective with the team to analyze the problem. B. Ask the product owner to write the specications for the related user story. C. Facilitate a problem-solving session with the team to analyze the problem. D. 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?. A. Incorrect communication techniques applied during implementation. B. Lack of team member training on documentation planning. C. Improper assignment of tasks to team member pairings. D. 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?. A. Inform the project management oce (PMO) that the team will use a predictive approach for this project. B. Inform the stakeholder that they must level their knowledge with other stakeholders. C. Allocate time to mentor the stakeholder in the selected project approach. D. 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?. A. Ask the senior manager to approve the user acceptance testing (UAT) plan. B. Inform the senior manager that there are approved quality standards. C. Review the quality management plan with the senior manager. D. 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?. A. Update the project budget with the released team members. B. Update the restriction log with the new team capacity. C. Explain the new project requirements to the team. D. 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?. A. Require that all team members be physically present for the weekly project review. B. Offer the team member an incentive to stay until the end of the project. C. Replace the team member with someone who has similar qualications and is located closer. D. 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?. A. Possesses strong interpersonal skills to drive high-performing virtual teams. B. Plans and controls every aspect of the team's deliverables to avoid surprises. C. Speaks several languages and has lived in different countries. D. 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 prot. 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 nancial objectives?. A. Prioritize the projects, giving higher priority to projects that will increase prot. B. Ensure that all of the projects are of high quality and are delivered on time. C. Request that upper management hire additional staff to support the projects. D. 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?. A. Choose the agile practices that can be implemented in this type of construction project and apply them. B. Hire a consultant to provide a second opinion about whether agile can be applied to a construction project. C. Review the stages of the project to allocate additional budget for agile resources. D. 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?. A. Check the ground rules of the meeting to review the initial agreement with the team members. B. Use round-robin check-ins to facilitate the meeting, so all participants have the opportunity to speak. C. Book one-on-one meetings with the team members who are not speaking up during the daily meetings to get their updates. D. 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?. A. Established ground rules before the discussion had started. B. Reinforced that higher-level management has the decision power. C. Invited a high-level sponsor to the meeting to reduce the level of disagreement. D. 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?. A. Dismiss some of the workers for failing to adhere to the break policy. B. Issue a formal written warning to all hourly workers for their break tardiness. C. Have a meeting with the team to discuss the issue and propose solutions. D. 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?. A. Call a meeting with the project team to identify the most appropriate approach. B. Tell the owner that a rough order of magnitude will be provided. C. Contact a subject matter expert (SME) for advice and consultation. D. Tell the owner that the task requires more time and expertise.

DRAG DROP - 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 Manager/Scrum Master. Product Owner.

A project is approaching successful completion, and all stakeholders are really proud of the achieved results. The project management oce (PMO) recommends the project manager to lead the next similar project. What should the project manager do next?. A. Engage key stakeholders to complete and deliver lessons learned. B. Select the same stakeholders for the next project to avoid doing knowledge transfer. C. Present the project achievements and delegate knowledge transfer to the steering committee. D. Request the PMO to manage the lessons learned repository.

In order to increase a project's prot margin, the project manager and subject matter experts (SMEs) agreed to select the oldest model of a specic 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?. A. Ensured that the SMEs correctly dened the project scope and the machine model. B. Ensured the project sponsor provided enough funding to purchase the latest version of the machine. C. Ensured that regulatory compliance was considered in the quality management plan. D. 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 notied 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?. A. Dened the skill requirements more clearly in the scope statement. B. Asked the manager to follow the agreed-upon resource management plan. C. Conducted periodic reviews with the manager on resource availability. D. Consulted with the installation team on a regular basis to check for conicts.

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?. A. Delay the approval and ask the project sponsor for additional funding. B. Contact the council and ask for their approval to extend the scope of the project. C. Initiate a new project and discuss the request because it came in too late. D. 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. A minimum viable product (MVP) should have been released to get feedback from the market. B. More backlog renement meetings should have been scheduled. C. The Kanban method should have been utilized to optimize the work in progress (WIP). D. 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 exibility 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?. A. Hybrid. B. Incremental. C. Agile. D. 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?. A. Develop an agile risk matrix to track, assess, and evaluate the uncertainty of the project. B. Implement a scrum risk retrospective to analyze the risks at the end of the project. C. Assign an agile risk manager to better understand and track the project risks. D. Evaluate the risks constantly and reprioritize work as the project progresses.

A laboratory is launching a new product, dened to be executed in eight iterations with a xed release date. At the beginning of the second iteration, the project manager realizes that a signicant regulatory feature is missing in the project backlog. What should the project manager do?. A. Ask the product owner to add the missing feature in the backlog. B. Invite stakeholders to discuss the impact of adding the regulatory feature. C. Estimate the related cost and ask for a project extension. D. Increase the capacity of the team to include the missed feature.