PMP_1261-1320

As a project is reaching completion, the project sponsor tells the project manager to immediately close the project and to move on to another project. Which critical task should the project manager complete before closing the project?. A. Update and close both the risk register and issue log with the latest updates, and save them in the organization's project management information system (PMIS). B. Archive all the project documents following the organization's accepted practices so the documents can be used in other future projects. C. Ensure that the whole team is appropriately recognized and organize a project farewell party to celebrate the project success and closure. D. Meet with the project sponsor and advise that the new project might be difficult to undertake because the current project is not yet complete.

A project manager is leading an integration project for a retail company. The project demands a lot of time from the stakeholders to make important business decisions. The project is critical and must be completed on time and within budget. What should the project manager do to ensure that key stakeholders are available for this project?. A. Share the project schedule, milestones, and meeting agendas with the stakeholders ahead of time. B. Add time reserve in the project schedule to allow extra time for the stakeholders to make decisions. C. Schedule meetings with all of the stakeholders to make business decisions when needed. D. Work with the available stakeholders to make business decisions and keep all unavailable stakeholders informed.

A recently concluded quality audit failed and came back with multiple action items. A newly appointed project manager is reviewing the project status with the team. New stakeholders have been identified, and new audit resources may have to be added to the project. What should the project manager do next?. A. Perform stakeholder engagement. B. Perform integrated change control. C. Update the quality management plan. D. Update the risk management plan.

A new agile project is starting. The project manager is asked to confirm the scope to address the concerns of one of the stakeholders. What should the project manager use to explain the project scope?. A. User stories. B. Product backlog. C. Product roadmap. D. Business requirements document.

A project team member is struggling to deliver an assigned task. In a team meeting, the project manager determines that there are other members on the team who have more experience with similar tasks. What should the project manager do?. A. Ask one of the more experienced team members to support the team member with the task. B. Ask the experienced team members to produce a manual on how to complete the task. C. Reassign the task to one of the more experienced project team members for a faster completion of the assigned task. D. Inform the project management office (PMO) of the issue and request a replacement for the less experienced team member.

A project manager is leading an agile software development project with strict deadlines. The client complained that the last deployment did not meet the acceptance criteria. The development team lead is arguing that the deployment met all specifications and has provided evidence of the client's specifications. What should the project manager do?. A. Schedule a meeting with all stakeholders to understand what went wrong and who should be held responsible. B. Meet with the client and discuss the project deadlines. C. Seek approval for more time for rework and resolve the issue. D. Review the requirements traceability matrix with the team lead and the client to adequately resolve the issue.

A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team. What should the project manager do to address this issue?. A. Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables. B. Set up a daily standup and request that the project sponsor attend to understand the project's tasks and deliverables. C. Ask the project team to compile a project scope document and obtain approval from the project sponsor. D. Request that the project team change their task deliverables to reflect the project sponsor's requirements.

A project manager is part of a distributed team. The project team is using a product backlog, but due to an excessive workload, the backlog items are not very detailed. In the retrospective, a couple of new team members are raising the issue of knowledge transfer inside the team. What should the project manager do?. A. Organize knowledge-sharing workshops and ask one of the senior team members to facilitate them. B. Hire a technical writer to document the work completed to date and develop a handover document. C. Ensure that formal email communication is used when more information is needed to understand the work done. D. Ask the team to outline their expectations and confirm with them the approach to use for knowledge transfer.

The sponsor approaches the project manager with new features they want added to the project. The project is 95% complete, but the sponsor insists that continued support for the project relies on the addition of the new features. What should the project manager do?. A. Implement the new features after assessing the impact. B. Reject the new features since it amounts to gold plating. C. Assess the impact of the features and refer it to the change control board (CCB). D. Add the new features to avoid losing the sponsor's support for the project.

A project manager has been moved to a new division and is in charge of an existing project in an unfamiliar domain. When attempting to gain an understanding of the risks for this agile project, what is the primary tool the project manager should employ?. A. Workshops for risk avoidance. B. Probability assessments. C. Collaborative discussions. D. Interview with the project champion.

A new project manager has been assigned to an environmental project. After reviewing the project plan, the project manager notices that health and safety requirements have not been properly addressed. This is a serious concern, and the project manager wants to fix this issue immediately. Why is this situation problematic?. A. It is imperative that established performance metrics are met. B. Injury or loss incidents could delay project deliverables. C. The project manager must follow their employer's organizational process assets (OPAs). D. The project manager is obligated to comply with the project location's regulatory requirements.

A new major project is starting that consists of two interconnected subprojects. One of the subprojects was assigned to a contractor who commits to submitting biweekly status reports and attending weekly integration meetings. Halfway through the project, the contractor stops participating in the meetings and does not submit the reports. Their excuse is that these activities are consuming too much time. How should the project manager handle this situation?. A. Assess the situation as a risk and reach out to the contractor to check the origin of this resistance. B. File a claim for not fulfilling the contract terms in accordance with alternative dispute resolution. C. Remind the contractor to join the meetings and submit their report as this is their commitment. D. Compromise with the contractor to only attend the weekly meetings without submitting the reports.

In the middle of an iteration, the product owner tells the agile team that the government has updated legal requirements. This will result in some changes in the product definition. How should the project manager handle this situation?. A. Continue work and ask the product owner to assess the changes and add/remove the stories as needed in the backlog. B. Ask the product owner to add new changes to the bottom of the backlog in order to handle the modifications as a change request. C. Review the iteration backlog because the product definition has changed and needs to be reassessed before continuing the project. D. Ask a business analyst to assess the changes and then add/remove the stories in the backlog and prioritize them by business value.

A project manager has just taken over a project that is in the requirements gathering phase. A stakeholder indicates that they have not received any progress updates even though reports have been sent on a weekly basis. What should the project manager do to ensure all stakeholders are receiving proper information about the project?. A. Hold a steering committee meeting with all stakeholders to provide a comprehensive update on the project progress. B. Create daily progress reports and send them to all stakeholders. C. Assess all of the project stakeholders and document their preferred communication method and frequency. D. Include stakeholders in the weekly status meetings with the team.

A project manager is managing a new development program to automate some technical functions. During project kickoff, the project manager expresses the need for a technical architect to support the project for a moderate amount of time. The project sponsor informs the project manager about an existing technical architect who possesses valuable knowledge but is already assigned at the portfolio level. What engagement model should the project manager use for the technical architect role to ensure project success?. A. Share the existing technical architect so they can be allocated to the current project and other projects. B. Hire a new technical architect who would be solely dedicated to the current project. C. Hire a new technical architect who would be shared between the current project and other projects. D. Assign the existing technical architect to solely be dedicated to the current project.

A project manager has recently joined a small company. The company's chief operating officer (COO) asked the team to skip some steps in the process in order to work more quickly. The project manager wants to ensure that these steps are not skipped in the future. What should the project manager do?. A. Redesign the process so the team can move more quickly. B. Notify all team members that all steps in the process must be completed. C. Schedule a review of the process steps with the team and the COO. D. Escalate the issue to the other executive leadership members.

A project manager is assigned to deliver a development project with subcontracted resources from a sister company. What should the project manager do to ensure a smooth inclusion of the new subcontracted resources?. A. Share the project team ground rules with the subcontractors. B. Schedule a formal meeting to cover the mission and vision. C. Organize a team-bonding exercise with the subcontractors. D. Facilitate a working session to review the ground rules.

According to the project contract, the delivery date is approaching. However, one important material is still not on site. The construction work will have to stop and wait for this special material, delaying the project. What should the project manager do?. A. Engage the project team to look for alternatives to find a solution. B. Record it in the risk register. C. Ask the client to help solve the problem. D. Start procuring this material from another supplier.

A project manager is reviewing the lessons learned for an historical project. The review identifies that the client's engineer was adamant that they review all changes, even those not identified in the contract. How should the project manager deal with this when planning the project?. A. Update the project charter with this information regarding change management. B. Talk with the client to ensure they are aware of the change management procedure. C. Ensure the change management plan highlights this requirement to prevent future issues. D. Update the project risk register to identify this risk and describe how to mitigate the issue.

A project manager is assigned to a large construction project with more than 100 project team members. The project manager is having a hard time keeping the project on track and deriving the planned benefits. The project manager wants to make sure that each requirement is linked to the business and project objective. What should the project manager do?. A. Understand the project management plan. B. Review the requirements on a weekly basis. C. Implement a requirements traceability matrix. D. Add the requirements to the project charter.

While managing a project using a hybrid approach, the project manager realizes that there is a high level of rework due to quality issues. Because of that, each feature is taking longer than initially estimated. What should the project manager do to address the issue?. A. Address the issue during the next sprint planning meeting. B. Extend the dates for future project milestones. C. Initiate a change request to extend the project end date. D. Escalate the issue to the project sponsor.

A project manager has been authorized to begin a project and realizes that an effective high-performing team is needed to finish the project successfully. What should the project manager do next?. A. Set performance standards and direction. B. Hold early kick-off meetings and regular weekly meetings. C. Select members for their skill or potential. D. Establish the project scope and set clear team objectives.

A project manager has been assigned to a high-visibility project that has been identified as having medium complexity, based on previous similar projects. The project needs to be delivered to the customer as a ready-to-use product. Based on this scenario, what should the project manager focus on throughout the project life cycle?. A. Stakeholder engagement and lessons learned. B. Resource management and lessons learned. C. Time management and stakeholder engagement. D. Cost management and risk management.

An organization imports many of the materials for a product build. Due to global shipping delays, some of the essential materials have yet to arrive, resulting in the inability to finish building the product for the upcoming release. The project manager is meeting with stakeholders to discuss options. What should the project manager recommend?. A. Request marketing to launch an advertising campaign for the product that is currently in stock. B. Update the project management plan, factoring in furloughs of the assembly team to reduce expenses. C. Meet with the engineering team to manufacture the materials in-house. D. Explore if the materials could be supplied locally and obtained on time.

During the first project meeting with a new project manager, a stakeholder complains about not receiving periodic reports. What should the project manager do first?. A. Update the project management plan with the new information and inform all of the relevant stakeholders. B. Meet with the stakeholder to better understand their expectations and update the stakeholder engagement plan. C. Invite the stakeholder to all future project review meetings and update the project management plan. D. Add the stakeholder details into the periodic reports and update the project management plan.

A project manager arranged a team-building activity to build and maintain teamwork, trust, and commitment due to internal team conflicts. Two months after completing the training, another situation is causing new delays in the project. What should the project manager do to address this concern?. A. Ask human resources (HR) to coordinate another activity. B. Inform HR about the situation and ask for support. C. Meet with the team to explain that conflicts must be addressed and solved. D. Reassess the team situation and provide a proper solution.

A project manager has been managing an agile project for 6 months. Over the last two iterations, the team velocity has decreased due to a new technology that was needed for the product. What should the project manager do to continue with the delivery plan and return to the expected velocity?. A. Seek sponsor approval for additional funding to hire new team members, increasing the capacity of the team and compensating for the productivity lost with the new technology. B. Replace poorly performing team members with more experienced members, setting an example of accountability for the team. C. Use retrospectives to better understand the new technology's impact on the schedule, map the skill gaps, and adjust the team accordingly. D. Reevaluate the backlog by looking for high-value/low-effort items, and negotiate a new minimum viable product (MVP) strategy with key stakeholders.

During the execution of a project to develop a prototype, the customer asks the project manager to stop the prototype line and purge a specific component based on recent reliability tests that have deemed the component to be deficient. The project manager checked the quality management plan and there is no reference to this component. What should the project manager do next?. A. Call a technical meeting with the customer to agree on a specification for the component and document it in the quality management plan. B. Keep running the manufacturing line because there are no quality specifications for this component. C. Inform the project sponsor of the situation and wait for the sponsor to provide further directions. D. Submit a change request to proceed with the replacement of the component and wait for further customer instructions.

During the setup of an agile project, the product owner expressed clear interest in having features released during product development over having the product completed in one year. What should the project manager do?. A. Facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP). B. Design a set of metrics including velocity, which is a good measure of value delivered. C. Promote a productive environment where everybody can work without interruptions from the rest of the team members. D. Create a reward system recognizing group contributions to get people motivated and improve performance.

During a meeting to define project scope a stakeholder tells the project manager that the main requested feature in the contract is not applicable, and this is documented in the lessons learned. What should the project manager do?. A. Ask the sponsor to close the project and pay the contracted penalty. B. Meet with the sponsor to ask for their support. C. Check with the team to learn what can be done, and consult an expert. D. Check that this information was documented correctly.

A lead project manager for an agile project needs to prioritize requirements, define the scope of the initial product, and deliver the approved scope in a series of multiple versions. What should the project manager do next?. A. Determine the expected benefits of each requirement to maximize the overall business value. B. Ask the lead developer to run a meeting with the stakeholders to agree on an ordered list. C. Work with the product owner to evaluate and prioritize the requirements. D. Prioritize the requirements based on the hierarchical level of the requesting stakeholders.

A defect is identified during user acceptance testing that could significantly impact the system's performance. The project team has advised that this defect puts the delivery date at risk. Which risk management process should be performed?. A. Perform Qualitative Risk Analysis, to assess the extent of the system performance impact. B. Monitor Risks, to install system performance monitoring tools and update the risk register. C. Plan Risk Responses, to outline the possible options to bypass the system performance issue. D. Perform Quantitative Risk Analysis, to outline the details of the system performance issues.

At the start of a project, the sponsor declares that demonstrating benefits from the product will be extremely important. The project sponsor calls a meeting with the project manager and the project leadership team to discuss the best approach because the project has a high degree of uncertainty and many changes are expected. What should the project manager propose?. A. Develop requirements and designs to support a faster product release. B. Outsource development of the product to a third party with more experience. C. Recommend an agile approach so the project can be delivered iteratively. D. Emphasize the adoption of a predictive approach to minimize ambiguity.

A functional manager is concerned that the project's quality management techniques have advanced beyond the department's capabilities and wants the project team to review all quality management activities in two full-day workshops the following week. What should the project manager do next?. A. Indicate that this was a not a requirement identified during project planning and it is outside of the scope. B. Draft a project decision request to include in the scope for the current iteration and ask the sponsor to approve. C. Explain that the team is fully dedicated to the current sprint activities and negotiate a mutually agreeable time. D. Add this to the project backlog and have the product owner determine where it fits in terms of priority.

A project manager is assigned to a dental equipment development project that is in the middle of its design phase. After reviewing the project prototype, it is identified that a couple of requirements specifications are missing. Which action should the project manager take next?. A. Ask the team to wait until they are able to update the requirements specifications. B. Discuss with the team and build a workaround plan to immediately deliver the pending requirements specifications. C. Meet with the development team to review and assess the requirements specifications. D. Prepare a change request for the change control board (CCB) to remove the missing requirements specifications.

A customer discovered quality issues with the latest deliverables. However, the project team immediately resolved the issues. Now that the project is back on track, what should the project manager do next?. A. Perform lessons learned to ensure the issue does not happen again. B. Reassess the risk log to ensure it is up to date. C. Schedule a team meeting to review the issue. D. Monitor quality metrics to ensure the project continues as planned.

A project manager uses a laissez-faire leadership style with a newly hired project team. The project manager quickly notices that team members are underperforming, the schedule is delayed, and the project is overbudget. What should the project manager have done at the start of the project?. A. Managed the team as necessary and allowed them to work on their own. B. Adapted a direct management style according to the project team's needs. C. Established goals and provided the project team with sufficient authority to work. D. Adapted a servant leader management style to support the team's development.

A project stakeholder has expressed concern that the established success criteria for the project are not being met. What should the project manager do next?. A. Document the agreed-upon ownership of benefits realization. B. Review the established project benefits tracking metrics. C. Create a project benefits management plan. D. Update the project business case document.

A project team member informs the project manager that a stakeholder is contacting the team member to request status updates. The team member is being distracted by these repeated requests, which are interfering with the completion of assigned tasks. What should the project manager do?. A. Review this stakeholder's communication requirements. B. Inform the team member to stop sending any further updates to the stakeholder. C. Increase the frequency of updates given to this stakeholder. D. Raise this issue to the project sponsor in the next project status review meeting.

A project selection committee is shortlisting projects for the coming year. Which selection criteria should the project manager recommend?. A. Projects with the least associated risks. B. Projects with maximum revenue generation. C. Projects with the least duration. D. Projects that maximize the business value.

An agile project manager has started working in a company that builds shopping centers. The project manager wants to implement some agile practices, which are relevant to the project. What should the project manager do to gain buy-in from the different stakeholders?. A. Send the project management plan, which includes the suggested agile practices, to the stakeholders. B. Organize a meeting with relevant stakeholders explaining the benefits of agile and the practices relevant for the project. C. Ask the project management office (PMO) to get buy-in from the stakeholders because agile is an approach that differs from their previous ways of working. D. Organize a meeting with a consultant to provide training to the stakeholders on agile practices.

A project manager is managing a project which is approaching the end of the execution phase. A high-level stakeholder informs the project manager that a very important requirement was not included in the scope of the project, and that without that requirement the project will deliver no value. What is the first thing the project manager should do?. A. Inform the stakeholder that it is impossible to add new requirements to an approved project scope. B. Include the requirement into the project and schedule it as soon as possible. C. Inform the project sponsor about the situation and request assistance. D. Evaluate the impact that the inclusion of this new requirement will have on project performance.

A supplier informs the project manager that producing the quantity of a key component for the project will require an additional month. The project manager has to meet an important milestone in a week. What should the project manager do next?. A. Perform market research to find out if there are other vendors that can produce similar kinds of materials. B. Submit a change request to the change control board (CCB) asking to extend the deadline in order to reflect the late delivery. C. Involve the legal department, as the vendor is breaching the contract by not delivering the full amount in time. D. Ask the vendor if the minimally sufficient materials can be produced in time to meet the deadline.

Multiple agile teams are working on a product deliverable. During the last few iterations, one of the teams received several unplanned, nonproduction support requests from other teams. This affected the velocity of the team and the planned deliverable. What should the project manager do in this situation?. A. Tell the team to extend and complete the planned deliverable as well as incoming requests. B. Ask the team to accommodate most of the requests in each of the iterations. C. Inform members of the other teams to add these requests directly in the iteration backlog. D. Direct the team to only focus on the planned deliverable and not take on any unplanned activity.

A project manager determines that a critical path activity is going to be delayed. The team proposes a fallback plan that could get the project back on track; however, the plan would require an additional cost to an already tight budget. What should the project manager do?. A. Add additional resources to the project to fast track certain activities and reduce delays. B. Communicate the delay to stakeholders and maintain the existing budget baseline. C. Evaluate the fallback plan proposed by the team and submit a change request, if required. D. Use the existing budget for executing the fallback plan and update the baseline.

A project manager has taken over an existing project. According to the previous project manager, the project is on track and within budget. However, stakeholders are unhappy with the recent progress report since the metrics show that the project is delayed and the cost is higher than expected. What should the project manager do?. A. Schedule a meeting with the previous project manager. B. Submit a change request to the change control board (CCB). C. Schedule training for project team members. D. Conduct an earned value analysis (EVA).

A project manager is leading a project that has been in execution for 1 year. An experienced team member is performing well, but often disagrees with the project manager and refuses to implement their decisions. Part of the team supports the team member's defiance, while the other team members do not. What should the project manager do?. A. Conduct a performance review and define and document the goals for the team member. B. Remove existing ground rules and create new ground rules that support the project manager. C. Clarify decisions and request that the project team follows the project manager's decisions. D. Understand what the team member wants and find possible opportunities to address it.

A project manager is working on a large project in another country and realizes that only a few people from the project team are working on all of the releases. What should the project manager do to prevent this in the future?. A. Speak to the customer and add the issue to the issue log. B. Document the risk register in the project charter. C. Review user roles and update the team charter. D. Involve the product owner to rewrite the user stories.

During the executing phase, a project manager is reviewing the issue log and finds there are outstanding high-priority issues that are still open. Most of the open issues require effort from external domain experts who are not on the project team. What should the project manager do?. A. Request that the project team members learn the required domain knowledge and resolve the open issues in a short time. B. Review the open issues with the issue reporter and issue a change request to hire an external domain expert. C. Ask the issue reporter to close the issues, because there are no project team members who have the required domain knowledge. D. Reduce the project scope to ensure that the project team has the knowledge to deliver the system on schedule.

A project manager in one country is reporting to a lead project manager for a new software development project in another country. The lead project manager constantly requests updates from the project manager, often demanding information via multiple communication channels if the project manager does not respond within a few minutes of a request. Both of them are equal in seniority and both report to the same functional manager. How should the project manager proceed?. A. Refer the lead project manager to the communications management plan. B. Negotiate a mutually agreeable feedback cycle with acceptable timelines. C. Update the communications management plan and the stakeholder engagement plan. D. Escalate the issue to the functional manager and explain the situation to them.

A project manager and project team have brought a project back on track after mapping and removing impediments. During the current sprint, the team reported that an impediment that previously caused major delays has appeared again. The team tried implementing the same mitigation tasks that worked previously. However, the tasks are not having the same result with the impediment. What should the project manager do?. A. Escalate the issue with an impediment to the project sponsor. B. Implement the mitigation plans listed in the organizational process assets (OPAs). C. Use the contingency budget to implement schedule compression. D. Reassess the issue as part of monitoring and controlling.

Within a project, senior management is requesting project information so they can analyze the data to make project decisions. What information should the project manager provide so that senior management can get a broader view of the project?. A. Higher-level activities completed. B. Milestones status report. C. Risk register information. D. Resource breakdown structure (RBS).

A project manager finds an unexpected issue halfway through a customer's project. After analysis, the project team determines that the issue will affect the timeline unless more resources are allocated to the project. What should the project manager do?. A. Absorb the additional cost for the additional resources internally so that the project completes within the timeline. B. Meet with the project team to discuss internally whether they think cost is more important to the customer than the timeline. C. Adjust the timeline since, in the past, the customer would not pay any additional costs, then inform the customer of the change. D. Inform the customer of the issue and discuss the options so that they are able to make a decision on cost versus timeline.

At a meeting, the project manager for an agile project indicates that the sprint goals were not met. The product owner leaves the meeting early, and the team discusses how the meeting went. Team members are confused as there were no defects for the new user stories and no new requirements were discussed. What should the project manager do in the future to avoid this situation?. A. Review the definition of done (DoD) with the product owner. B. Get approval from the product owner on the user stories. C. Create better plans to ta.st the functionality in more detail. D. Include previous sprint defects and close them in the actual sprint.

In the planning phase of a software implementation project, two of the team members disagree on how to approach end-user training. The discussion has intensified and the team members are not able to agree. What should the project manager do next?. A. Consider the view of each team member about the issue in order to reach consensus. B. Make a decision based on expert judgment as a project manager. C. Remove both team members since they are not productively adding to the team. D. Remove one or the team members from the project to improve team dynamics.

A company's leadership team has decided to invest in a new product using an agile approach. The commercial and product teams have started the planning activity for this new venture. Which three key factors does the project manager need in order to deliver this product? (Choose three.). A. Product roadmap. B. Schedule performance indexes (SPIs). C. Product vision. D. Key performance indicators (KPIs). E. High-level product backlog.

DRAG DROP - Match the project situation on the left to the meeting on the right where the situation could occur. A team member explains that they will not finish their assignment because they have no experience in the activity. The product owner receives new requirements from the stakeholders and includes them in the product backlog. The team has decided to commit 10% more than the team's capacity in the next iteration and presents it to the product owner. The team identifies that its velocity went down about 40% in the last iteration and then documents the root cause.

DRAG DROP - A few months into a project, several schedule issues have emerged. Drag the schedule problems on the left to the specific tools on the right that, if implemented during schedule development, could have prevented the issues. Incomplete or incorrect activity dependencies. Missing activities. Incorrect sequencing. Unrealistic activity durations.

An agile team completes a deliverable that is to be certified by another expert team. The second team does not take the deliverable for many months. What should the servant leader do?. A. Remove the certification need from the project scope. B. Escalate this to the project director for a resolution. C. Review the process and remove the impediment. D. Escalate this to the agile lead of the second team.