PMP_1321-1280

A project manager has been assigned to a project that is consolidating regional operations into a global operation. The project sponsor explains that some efficiencies could be obtained from this unification. However, the sponsor is not sure if this effort will have a return on investment (ROI) and would like the project manager's opinion. What should the project manager do?. A. Request the project sponsor to include a commitment from the stakeholders to reduce costs within the project scope. B. Suggest conducting a detailed cost-benefit analysis for financial feasibility before the start of the project. C. Recommend conducting an initial high-level feasibility assessment to estimate the cost and benefits. D. Explain that the project manager is limited to demonstrating earned value (EV) from the project execution perspective.

A product owner does not regularly attend demonstration ceremonies. As a result, the demonstration ceremonies are constantly rescheduled and the work is impacted in multiple ways. The project manager believes the product owner is not committed to the project. What should the project manager have done to avoid this situation?. A. Set a definition of done (DoD) that considers the work as done if not otherwise specified. B. Agreed with the product owner on appropriate project governance levels. C. Asked another product owner to attend the demonstrations on behalf of the product owner. D. Defined a set of external audits that can expose this situation to the project sponsor.

An agile team has completed 9 out of 10 stories for the sprint. During the retrospective, a few team members pointed out that they finished all of their stories. However, one team member failed to finish a story. What should the agile leader do?. A. Emphasize to the team that each member is responsible for their story, but the team is collectively responsible for finishing the sprint. B. Suggest that the team assign stories at the beginning of the sprint based on each person's strengths to maximize performance. C. Work with the product owner to remove the story from the sprint because the points cannot be split. D. Ask the team to address this at the next sprint planning instead of at the retrospective.

A newly assigned project manager is reviewing the project management plan and realizes that the project is running behind schedule. What should the new project manager do to address this situation?. A. Negotiate with the project sponsor immediately and establish a new project charter. B. Modify the project management plan and get approval from relevant stakeholders. C. Issue a change order to the change control board (CCB) and rebaseline the schedule. D. Add more resources to recover the schedule without making changes to the baseline.

A key business stakeholder sent emails to the developers with complaints based on the last few sprints. The developers forwarded the emails to the project manager but have not yet responded to the stakeholder. What should the project manager recommend to the developers?. A. Analyze and perform a root cause analysis (RCA). B. Add the situation to the issue log. C. Forward the emails to the product owner. D. Set up a team meeting to discuss a response.

A project manager is made aware that there are defects in the parts provided by a supplier, which are causing delays in the testing phase. The supplier claims that all parts have been delivered as per the contract. If the defects are not fixed by the supplier within one week, the product release will be impacted. What should the project manager do?. A. Request a cancellation of the procurement contract with the supplier and impose a penalty. B. Review the procurement contract and ask the supplier to negotiate a solution. C. Escalate this issue to senior management, as the supplier is not following the procurement contract. D. Request a revision of the procurement contract to include specifications for the parts.

A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank's management directed the team not to have in-person daily standups. Various team members are complaining about this, slating that there is a lack of information sharing among the team. What should the project manager do?. A. Delegate authority to the team members and ask them to submit weekly status reports instead. B. Postpone the daily standups and ask the team members to update the project manager daily via messaging. C. Hold virtual daily standups each workday morning and use collaboration tools to manage project updates. D. Ask senior management for permission to hold in-person team meetings once each week.

A project manager finds that there are knowledge gaps in the project team relating to the core competencies required to deliver the desired results. What should the project manager do to achieve the desired results?. A. Plan to hire more experienced team members and lay off a few of the existing team members. B. Communicate the situation to the customer and inform them about potential delays in delivery. C. Report the situation back to upper management and request to have the scope changed. D. Communicate the situation to the team and plan for the necessary training and coaching arrangements.

A project manager is appointed to manage an infrastructure project that spans across several countries, including different time zones within a subregion. It is likely that most of the project team members will never meet, but they will have to collaborate to ensure deliverables are met. What should the project manager do to ensure good collaboration between the remote project team members?. A. Discuss the concerns with the project sponsor and modify the project charter to include more budget for interactions. B. Create a social media group platform for the team to create a supportive environment. C. Set the ground rules and identify a contingency plan in the risk register. D. Plan a communication method and allow the project team members to virtually interact.

A team is assembled for a new project that will be using a predictive approach through requirements gathering and an agile approach for development and testing. Not everyone on the team has experience working in agile. The schedule has started slipping due to the unclear structure of the agile development approach. What should the project manager have done to avoid this situation?. A. Set up weekly status meetings to review team progress, prepared weekly status reports to track progress, and regularly escalated delays. B. Established daily standup meetings to track and report on team progress and escalated delays to stakeholders as they occurred. C. Met with the team, allowed team members to make decisions about what to do, and established performance goals. D. Conducted routine meetings and identified team members who are under performing.

A project team working on a hybrid project is struggling to achieve customer satisfaction. The team states that the customer keeps changing their priorities. Meanwhile, the customer argues that the project team does not understand their needs. What should the project manager do?. A. Meet with the customer and the project team to understand the problem. B. Hire an external organization to audit the project and deliverables. C. Ask the product owner to explain the customer needs to the project team. D. Escalate to the project sponsor and request immediate intervention.

A project manager is working on a project to build a manufacturing complex. The project will run in three different phases: engineering, procurement, and construction. The procurement phase is in the initiation stage. The project sponsor wants to pursue the project phases as they have been planned, but also wants to accommodate and adjust to new data, input from the customer, and changes during the various phases as the project progresses. How should the project manager approach this project?. A. Use a hybrid model to combine predictive and adaptive life cycles. B. Implement an adaptive project management approach. C. Evaluate and decide on a phased project management approach. D. Apply a predictive project management approach.

An organization is transitioning to an agile approach. At the project’s first sprint review, the product owner did not accept the result of the sprint and has some concerns. What should the project manager do?. A. Ask the project team to address the product owner’s issues since the product owner is responsible for the scope in agile. B. Create a record in the issue register and escalate the issue to the project steering committee. C. Ask the product owner to accept the outcome since the team delivered what was agreed in the sprint planning. D. Organize a sprint retrospective and discuss the issues and how they can be avoided in the next sprint.

A project manager receives a serious complaint from a functional manager about a team member. What should the project manager do?. A. Support the team member and provide documentation to the functional manager proving their performance. B. Replace the team member immediately to maintain a good relationship with the functional manager. C. Protect the team member and ask the project sponsor to minimize any external interruptions. D. Discuss the issue with the functional manager to understand the reason for the complaint.

A project involves exporting 150 packages to the customer. However, only 30 packages have been cleared by the customer for shipment. The logistics manager provided details to the customer 2 weeks ago and set up a weekly conference call to effectively communicate with them, but the customer has not been participating in the calls. How should the project manager handle this situation?. A. Request a change in the contract to include the shipment in the project management plan. B. Find the root cause of the issue and discuss the customer's current engagement. C. Inform the customer that subsequent packages cannot be manufactured. D. Request a delivery date extension from the customer.

A project team is working on a product that is planned for multiple iterations. They are delivering incremental value. When should the value be demonstrated?. A. After full development is completed. B. When the sponsor approves the increment. C. When a major feature is completed. D. At the end of each and every iteration.

Toward the end of a project, the project manager did not receive approval from a key stakeholder because the necessary deliverables were not functioning as expected. What should the project manager do next?. A. Review the stakeholder engagement plan. B. Review the requirements traceability matrix. C. Review the quality management plan. D. Review the work breakdown structure (WBS).

A project manager identifies a risk that has a high probability of occurring. How should the project manager manage this risk?. A. Assign a qualified team member to be the risk manager for the project. B. Remove the user stories associated to that risk and avoid the impact to the project deliverables. C. Submit a change request to transfer the risk to a third party in case it becomes an issue. D. Ask the team to monitor the risk and provide an alert if it becomes an issue.

Due to a company merger and acquisition process, the main stakeholder of a critical project has been changed. This new stakeholder complains that they were unaware of a delay on the project of which the rest of the stakeholders were aware. All the communications about the project are shared via email at the start of every week. How should the project manager address this situation?. A. Discuss project requirements with the new stakeholder, and update the communications management plan. B. Send evidence to the new stakeholder that the project's status was sent according to the schedule. C. Suggest that the new stakeholder review the project status before the next board meeting. D. Share the communications management plan with the new stakeholder.

A client comes to the company asking to copy a project that was executed 2 years ago in the same city, with the expectation that the new project will have the same cost and duration. While finalizing the project management plan, the project manager realizes that the baseline costs are much higher than the original project. What could the project manager have done to avoid this?. A. Assigned the same project resources to this project. B. Determined a budget reserve for this project. C. Verified applicable budget inputs related to this project. D. Estimated a budget for the project's quality management.

A team needs to follow defined cybersecurity compliance that is mandatory for a customer project. What should the project manager do to monitor compliance in the project?. A. Confer with team members. B. Discuss with the customer. C. Review with security experts. D. Schedule regular project audits.

One team member is complaining about an agreement made during the last meeting. That team member was present at the meeting and participated in the decisions registered in the meeting minutes. What should the project manager do next?. A. Schedule a new meeting to evaluate the agreement and negotiate a new one. B. Meet with the team member and search for the root cause of their behavior. C. Arrange an additional meeting with the team to communicate the agreement made during the last meeting. D. Talk with the team member and explain that once the meeting ended, the agreement must be respected.

Just as a team reaches a mutual consensus on a preferred design, a stakeholder submits a request to add new features that enhance the company's competitive advantage. What should the project manager do?. A. Start the process to include the new features of the product on the next iteration. B. Allow all requested changes and bypass the company's change control process. C. Reject all requested changes and bypass the company's change control process. D. Encourage the project team to add premium features to impress the client.

A project sponsor asks the project team to add an enhancement to the project. How should the project manager address this request?. A. Accept the request because it came from the project sponsor. B. Refuse the project sponsor’s request because it is out of scope. C. Check if the budget can cover the enhancement. D. Validate the proposed change's impact on the project.

A project manager is assigned to an organizational transformation project. The company typically defines individual performance plans at the beginning of the year, and functional managers conduct feedback reviews at the end of the year. The transformation project team members are concerned that the work they are doing for this project is not aligned with the work included in their individual performance plan for the year. What should the project manager do?. A. Meet with the functional managers to align the expected frequency and results reporting for the team members. B. Provide performance feedback to the team members' functional managers at the end of the year. C. Assure team members that this project is a high priority for the company and they will be evaluated accordingly. D. Request to be made responsible for the performance plans of those on this project team.

During a meeting with project stakeholders, a stakeholder who is known for causing problems, questions the project manager’s authority to implement new processes for functional managers. What should the project manager do?. A. Refer to the change management plan and review the documented process changes. B. Meet with the stakeholder individually. C. Refer the stakeholder to the approved project charter. D. Explain that the potential risks will be addressed in the risk management plan.

A project manager working in a matrix organization manages an internal software development project that is intended to reduce conflicts in the company's internal tracking system. Developers placed the software application in production, and it is currently achieving some benefits. However, the full benefits will not be realized for some time. What should the project manager do?. A. Continue to manage the project until all project benefits are realized. B. Coordinate with the project's functional leads to validate its readiness for transition. C. Request a new project be initiated to monitor and report achievement of the benefits. D. Make updates, mark all project documents as final, and close the project.

A bridge construction project has been paused due to a political change in the local government. After almost 5 years, the new government would like to resume the project, and a project manager is assigned. What should the project manager do first?. A. Prepare an estimate of the time and cost to complete this project. B. Study the project's lessons learned to understand why it was paused. C. Meet the new stakeholders and understand their expectations. D. Examine the project's business case in order to resume the project.

The stakeholders in an agile project are upset because some of the final products do not meet their expectations. When the project manager asks the team about the stakeholders' expectations, the team only mentions the project's objective. In addition to reminding the team about the importance of stakeholder expectations, interest, and influence in the project, how should the project manager improve this situation?. A. Motivate the team to create and use an agile project charter. B. Encourage the team to use an information radiator to analyze expectations. C. Teach the team how to use the user persona technique. D. Remind the team that face-to-face communication is the best method.

During the execution phase of a project, a new project manager is assigned to replace the previous project manager. As the project manager starts managing the project, they discover that team performance is significantly decreasing, which is impacting the project’s key performance indicators (KPIs). This team has delivered good performance on similar projects in the past. What should the project manager do next to improve this situation?. A. Review the resource management plan and organizational assets. B. Estimate the baseline impacts and submit a change request. C. Implement compression techniques to bring the project back on track. D. Call for a team meeting to identify the root cause for the declining performance.

A project manager is facilitating a project steering committee meeting where the prioritization of work items in the backlog is being discussed. The engineering executive wants to prioritize features based on level of effort, completing the smallest items first. The quality executive wants to complete the most complex tasks first to have adequate time to ensure a quality product is delivered. The compliance officer wants to complete items with associated regulatory components as they are essential items. How should the project manager prioritize the work items?. A. Ensure that the project value is within the quality guidelines by prioritizing and completing intricate tasks earlier in the project. B. Complete tasks associated with regulatory components as the team cannot deliver business value that does not adhere to compliance regulations. C. Ensure that the team assesses opportunities to deliver the highest business value items incrementally. D. Complete the smaller tasks first to allow the team opportunities to prototype and evaluate development processes.

One of the team members is consistently absent in team meetings, but always completes their assigned tasks on time. Other team members think this member should attend the meetings. What should the project manager do?. A. Review and update the project ground rules to make meeting attendance mandatory. B. Assign this member to facilitate the next meeting to ensure project team collaboration. C. Understand the reason for the team member’s absence and encourage them to attend future meetings. D. Allow each team member to submit their required tasks on time and reduce the number of scheduled meetings.

A project manager is working on a product development project. When the product is delivered, there are major issues that require rework and delay new feature development. Which action should the project manager take to resolve the quality issues?. A. Discuss adding business scenario tests with the customer. B. Discuss adding additional test cases with the product owner. C. Add more test scenarios based on the issues found. D. Plan for continuous validation of the product.

A project sponsor asks the project manager to explore a hybrid approach for a new project. The product manager for this project has already prepared a detailed specification for the product. What should the project manager do to proceed with the project management plan?. A. Recommend to the project sponsor that a predictive approach is appropriate for the project due to the stable product requirements. B. Explore with the product manager to determine if there are viable opportunities to deliver value incrementally and increase business value. C. Ask the product manager whether they are prepared to act as product owner for the project in order to participate in iterative planning and reviews. D. Ask the team to assess whether the product specification can be expressed in user stories to enable a Scrum or Kanban approach.

A global company is executing a strategic project to upgrade a legacy enterprise system. The company uses a hybrid approach to project management and has just completed the first sprint. A team member provided ideas to improve the testing process during the sprint retrospective. What is the next step for the project manager?. A. Document the lessons learned and implement improvements in the next sprint. B. Request that all team members think of ideas to improve processes. C. Facilitate a daily standup with the team to track the implementation of changes. D. Organize a demonstration of the changes in the enterprise system.

A project manager brings in a new team member from an agile environment to work in a predictive environment. The project manager expects to leverage the new team member's agile experience with the existing team members. What should the project manager do to integrate the new team member effectively?. A. Set expectations with the new team member and explain what is needed. B. Acknowledge that hiring this new employee is a risk to the existing team. C. Train the new team member in the predictive project management approach. D. Meet with all team members and explain the new employee's position.

Upon analyzing the report requirements to create a functional design, the project team finds that the information source is not correct and needs to be adjusted. What should the project manager do?. A. Initiate a change request procedure. B. Build a prototype to verify the information. C. Consult with subject matter experts (SMEs). D. Review the statement of work (SOW).

The project sponsor requested technical specifications for a project-related component. The project sponsor does not have the authorization to see the specifications, but insists on seeing them. What should the project manager do first in this situation?. A. Provide the specifications to the project sponsor with some information removed. B. Update the issue log to make the project team aware and to develop a strategy. C. Create a stakeholder engagement plan to help the team formulate a response. D. Meet with the project sponsor as soon as possible to discuss the matter further.

A key stakeholder who is frustrated by the lack of transparency of IT projects declines an invitation to participate in the new project meetings. What should the agile project manager do to engage the stakeholder in the project?. A. Introduce the stakeholder to the project team and invite them to the next iteration review meeting with the IT team. B. Use stakeholder mapping to document the level of influence and interest for the next iteration planning meeting. C. Present the project management plan to the stakeholder and reassure them that they will receive regular project updates. D. Build trust with the stakeholder by keeping project commitments and use demo sessions to gather feedback and realign goals.

A project manager is assigned to lead a hybrid innovation project. During a meeting with the sponsor and major stakeholders, the project manager realizes that the requirements are unclear. What should the project manager do in this situation?. A. Request that the sponsor meet with the product owner to address the issue. B. Help the sponsor and major stakeholders to craft the product vision. C. Add this to the risk register and monitor the risk until this becomes an issue. D. Review lessons learned to see how sponsors deal with issues about unclear requirements.

During the last two iterations of a project, one of the team members had low performance. The project manager conducted two feedback sessions with the team member and escalated the issue to the resource manager and project sponsor, but there has been no improvement. What should the project manager do next?. A. Request a new resource to execute the activities. B. Review this obstacle during the daily standup meeting. C. Escalate the situation again to the project sponsor. D. Provide feedback to the resource at the sprint review.

A project manager was recently assigned to a project that is in the execution phase and is experiencing roadblocks. During a review of the processes and procedures, the project manager notices similarities to a previous project that experienced similar roadblocks. The project manager reviews the task schedule and finds that certain tasks are well behind expectations. In speaking with the project team, the project manager confirms that the team is following the processes exactly. What should the project manager do?. A. Review and amend the processes to ensure only value-adding activities are present. B. Review the resources allocated to the project and change accordingly. C. Update the schedule to account for the unexpected delays in the project tasks. D. Update the variation register to account for the extended project time.

A new project manager is initiating a project and realizes the team members are all very rigid, unwilling to change, and constantly state that they have been running projects successfully for years. The project manager realizes that the project will be at risk if the team does not adopt an agile approach. What should the project manager do?. A. Realize the team is in the forming stage and that, as the team moves toward the performing stage, it will become agile. B. Schedule a meeting with the project sponsor to request that management support the team's adoption of agile. C. Recognize the team is historically successful and decide to allow the team to continue as they have for years. D. Engage with the team to explain the risks of using the old approach and gain support for the agile process.

An agile team recently started working on a project for a financial institution. The project sponsor is concerned that an agile approach will not provide enough support for the organization's compliance standards. In order to mitigate this risk and avoid problems, what should the project manager do?. A. Ensure that the peer review process also covers compliance requirements, creating a second layer of security for the project. B. Meet with the compliance team and make sure that their requirements are covered in the definition of done (DoD) for each story. C. Liaison with the compliance group, making them responsible for understanding the requirements and keeping them prioritized in the backlog. D. Propose using a compliance review board that will be responsible for approving all product features prior to their release to the public.

The project manager is reviewing the program risks and issues with key stakeholders. One of the stakeholders wants to understand when the risk may potentially become an issue. What artifact should the project manager share with the stakeholder?. A. Project management plan. B. Issue log. C. Risk management plan. D. Risk register.

A company that is introducing a new product into the market by the end of the year requires a storage and distribution facility to be built. During the monthly stakeholder meeting, it is discovered that the location for implementation is a government-owned area. What should the project manager do first?. A. Update the risk register. B. Update the issue log. C. Identify an alternative site. D. Issue a change request.

A project manager has been assigned to a new digital product line, which the company hopes will boost their revenue. The product is complex and requires customer feedback to continually refine the product. The project is being handled by a cross-functional agile team. What should the project manager do to ensure value is delivered quickly?. A. Ask the project sponsor to provide additional resources to fast track the project. B. Plan the project to deliver value incrementally with regular releases. C. Request a budget increase to pay the subject matter experts (SMEs) more overtime. D. Identify tasks that can run in parallel to deliver the project faster.

A project is designed to provide local community members with health facilities that will support improved sanitation practices. What should the project manager do to ensure the community members are up to date on project progress?. A. Share the annual reports virtually and in the local newspapers. B. Share project updates when requested by the stakeholders. C. Share project updates through regular community meetings. D. Share the project reports with the sponsor to inform community members.

A project manager is assigned to a major system integration project that is currently in the execution phase. The project relies heavily on the presence and availability of certain products and services, which are provided at various periods throughout the project phases by selected third- party vendors. What should the project manager do to ensure the successful execution of the project?. A. Oversee the selection process for the vendor to procure the needed products and services. B. Ask the procurement department to select the vendor using established processes. C. Activate the mitigation plan for the procurement risks. D. Perform procurement control checks throughout the project.

A project manager who is new to a matrix organization has just been assigned to an internal software development project that is intended to reduce conflicts in the company's internal tracking system. With over 1,000 people in the company who will benefit from the software, the project manager wants to ensure everyone is aware of the great progress the team is making. The project manager meets with the project team to decide upon the most effective way to communicate progress. What should the project manager do?. A. Set up an intranet site and allow stakeholders to access the relevant project information. B. Divide up the organization among the project team to provide direct project updates. C. Ask the project sponsor to disseminate project progress across the organization's stakeholders. D. Send weekly emails to each stakeholder providing them with the project's progress.

A project manager who is new to an organization is given data that include information related to both project team members and stakeholders. Among other items, this information includes each stakeholder’s current role, previous and current projects in which they participated, and their level of organizational influence. In what type of analysis should the project manager use this information?. A. Qualitative risk analysis. B. Regression analysis. C. Stakeholder analysis. D. Decision tree analysis.

A project manager is managing the development of a dental wire bending machine. The machine is compatible with the three most popular dental wires in the market, which covers 90% of the market. The prototype is now under testing for certification. The manufacturer of one of the three wires announced they will be producing a different wire that will be incompatible with the machine. This will result in a 25% loss of market coverage from the initially predicted 90% coverage. What should the project manager do?. A. Meet with the sales and marketing representatives and ask them to convince the wire manufacturer to reconsider. B. Meet with the wire manufacturer to secure enough of the existing stock for the machine. C. Investigate the impact of this issue with the team and survey the market for alternative wires with similar characteristics. D. Stop the project and kick off another project to apply alternative wires for the machine.

A project manager has been assigned to a hybrid project that must receive approval from a government regulator. During the daily standups, one member reported an impediment that requires collaboration from an expert who is assigned to another project. What should the project manager do first in this situation?. A. Check the expert’s availability within the organization on an as-needed basis. B. Review the project's key performance indicators (KPIs) to determine the impact of this assignment. C. Ask the project sponsor to assign a new resource with the necessary expertise to the team. D. Develop the team member's capacities through mentoring and training.

DRAG DROP - A project manager is leading a project in which key performance indicators (KPIs) are measured through earned value management (EVM). Match each measurement on the left with the correct category on the right. Project cost variance (CV) is positive. Project schedule variance (SV) is negative. Project schedule performance index (SPI) is higher than 1. Project cost performance index (CPI) is lower than 1.

A team is testing a product on multiple radio frequencies. The project manager is informed that a new government policy, expected in 2 weeks, will mandate companies to obtain approval and licensing for frequency testing. The team has completed 80% of the testing and needs 4 weeks to complete the remaining tests. Which two actions should the project manager take until the approval is received? (Choose two.). A. Hire a vendor with the required expertise and infrastructure to complete the testing. B. Stop testing immediately and escalate the issue to senior management for a decision. C. Allow testing to continue for the complete duration as the policy may not apply to ongoing projects. D. Update the project risk checklist to consider licensing and approvals for risk identification. E. Reallocate the testing resources to complete testing early before the policy takes effect.

A project manager has been assigned to a software development project that will undergo several iterations until the customer is satisfied. Match the tool or technique on the left that the project manager should utilize to ensure tasks are efficiently managed to the correct task on the right. Work breakdown structure (WBS). Weekly project meetings. Kanban board. Daily standup meeting.

The customer wants to show their stakeholders a tangible outcome faster. This requires advancing a milestone. Which two actions should the project manager do? (Choose two.). A. Review the customer’s priorities regarding the desired requirements for the milestones. B. Convince the customer to keep the requirements as is and not move the milestone. C. Discuss which requirements can be delivered faster with the project team. D. Inform the customer that moving the milestone has a very high impact on project cost.E. Escalate the issue to senior management so they can impose a solution on the customer.

DRAG DROP - A project manager is worried that a key stakeholder is not participating in the project and has concluded that the final product is not as good as it could have been if the stakeholder had been more involved. Drag the scenario on the left to the correct risk response strategy on the right. Check for options to exclude the stakeholder. Analyze if someone else could contribute. Discuss with the stakeholder and earn buy-in. Record the observations and move ahead. Address the issue with the stakeholder's superior.