PMP_1381-1412

A project manager joins an existing project. One project stakeholder is unhappy with the frequency and types of project updates received and has made a request for more information to be shared. What should the project manager do next?. A. Consult the scope baseline document to track project updates. B. Update the project communications management plan immediately. C. Inform the stakeholder to wait for the annual stakeholder review meeting. D. Schedule a meeting with the stakeholder to better understand their request.

A project manager is working on a software development project. The project manager and the project team identified the project risks. As the project progressed one of the risks materialized and the project manager referred to the risk management plan to determine how to manage the risk. Once the risk management strategy was chosen and implemented the risk was closed. At what point did the project manager move the risk from the risk register to the issue log?. A. Risk occurred. B. Risk monitored. C. Risk managed. D. Risk identified.

A project manager works at an organization that is transitioning to agile. The development team has recommended using a burndown chart to provide visibility on project progress to all stakeholders. What should the project manager do to ensure effective communication throughout the project?. A. Develop a communications management plan for each category in the stakeholder register. B. Advise the project management office (PMO) to use the burndown chart as the single communication channel. C. Include the burndown chart in a monthly report that is distributed to all stakeholders. D. Postpone the recommendation since the organization does not currently have a defined agile methodology.

A hybrid project team is working on an upgraded version of software for their product owner. The team is also responsible for supporting the existing product and customers. For the last three sprints, the team had to stop their project work and focus on major support items for the product owner. The testers are struggling to cope with the constant changes to the plan, which has resulted in a number of emotional outbursts. How should the project manager proceed?. A. Schedule a session with the team to discuss the issues and work with them to define a plan to manage the sprints going forward. B. Schedule a session with the product owner to explain that no support items can be taken into the sprints going forward. C. Ask human resources (HR) to send the team members to a change management workshop. D. Request a replacement for those team members who are unhappy with this way of working.

A project manager works for a large manufacturing company with diversified domains. The project team often participates in change requests. Recently, the change control board (CCB) deferred some requests and the project manager wants to communicate these requests to the stakeholders. What document should the project manager use to communicate these requests?. A. Risk log. B. Backlog. C. Change log. D. Issue log.

A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage. What should the project manager do to address this problem?. A. Create a new risk entry to identify the stakeholder as a detractor. B. Increase the management reserves to convert the known-unknowns. C. Increase the contingency reserves to cover unknown-unknowns. D. Implement short cycles for inspection and provide feedback.

During a team meeting the new agile project manager becomes aware that there are many complaints from the customer regarding project stability and other critical issues. A team member states that the deliverables were developed by experienced employees who confirmed that the project was stable. How should the new project manager address these concerns?. A. Allow the agile team to decide what they are able to deliver in each iteration. B. Ask the team for additional feedback and add tasks to the task board. C. Document the customer's complaints and critical issues in the issue log. D. Hold a brainstorming session to identify the root cause of the complaints.

After a project status meeting, the project manager realizes that the project is under budget, quality checks are positive, and the schedule variance is negative. How should the project manager qualify the project status?. A. Ahead of schedule. B. On schedule. C. Behind schedule. D. Stopped.

A company is transitioning from a predictive approach to an agile approach. The team members work remotely, and some have personal conflicts that make them unavailable for some project ceremonies. The product owner has made it clear that the agenda is very tight and the team should make every effort to participate in all ceremonies. What should the project manager, as a servant leader, do to address this situation?. A. Evaluate alternative options and try to find resources with similar skills. B. Engage in separate ceremonies with these team members to allow them to stay on the project. C. Ask the team members to decide collectively on how to support the team. D. Perform the ceremonies without the team members and send them notes by email.

A team member is hosting an event and invites several colleagues through their work calendars. Another team member, who was not invited to the event, is noticeably distracted during several standup meetings. What should the project manager do?. A. Ask the individual who is hosting the event to use private communication methods. B. Ask the individual who is hosting the event to mark it as private. C. Set up a meeting with the distracted team member to discuss any issues. D. Add a social events section to the charter to handle these situations.

A project team has recently finished a sprint for developing two features for a fleet management system. Although the team delivered the required features, they encountered several issues and conflicts during the sprint. Team members were upset about this experience and are now showing a lack of motivation due to what has occurred. What can the project manager do to help increase the team's motivation and engagement with the project?. A. Review sprint planning procedures with the project team members. B. Set up one-on-one meetings with the project team members. C. Perform a sprint retrospective with the project team members. D. Review sprint progress with the project team members.

What is the correct way to put an organization on the proper path to changing their mindset to an agile approach?. A. Assign employees to agile projects so they can quickly adjust to the new approach. B. Hire employees who specialize in agile approaches so they can better contribute to projects. C. Train all employees in agile approaches. D. Shift the way the company views, reviews, and assesses employees.

A team is working on a hybrid project. Due to different interpretations of the project requirements, the deliverables are not aligned to the expectations. What steps should the project manager have taken to prevent this?. A. Ensure the team understands all additional project requirements. B. Ensure the team receives continuous feedback from customers/users. C. Update the project management plan in order to get back on track. D. Submit a change request to adjust the project scope.

A project has recently kicked off. The project manager observes that there are different expectations among the project team members. These growing misunderstandings are affecting team productivity. Which document should the project manager use as a guide to resolve the issue?. A. Project organization charts. B. Project charter. C. Stakeholder register. D. Team charter.

A highly skilled team resource received a job offer and is leaving the project soon. What should the project manager do to maintain project performance while a new team member is being onboarded?. A. Share project documents with the new team member. B. Offer cross-training and mentoring to the new team member. C. Motivate the new team member to perform. D. Log a risk in the risk register and work with the new team member to mitigate it.

An agile project team is working on an infrastructure product to be delivered incrementally over several iterations. Midway through the third iteration, the whole company is informed that the operating systems supported by the infrastructure will be terminated in the upcoming quarter. Several thousand machines will be impacted by this change. What should the project manager do first?. A. Add product backlog items to prioritize operating system stories. B. Inform the product owner and request more project resources. C. Prioritize the upgrade of project machines with the IT department. D. Schedule a session with stakeholders to understand the impact.

A project manager receives an email from a customer saying that they do not want to keep working with one of the project team members. The customer does not provide any reasons for this sentiment. The project manager is concerned because this project team member is highly skilled and experienced and is key in one of the main project deliverables. What should the project manager do to ease the situation?. A. Ask the project team member to call the customer to apologize for their behavior. B. Talk to the customer and project team member separately to assess the issue and decide on the next steps. C. Remove the project team member immediately and assign the pending activities to other team members. D. Tell the customer that they do not have the authority to remove project team members.

A project team needs to follow regulatory compliance guidelines that are mandatory for the project. What should the project manager do to ensure compliance adherence?. A. Review compliance adherence at the end of the project. B. Assign a project team member to ensure compliance. C. Include compliance within the development tools. D. Assess compliance when there is time in the project.

A project team is working on a relative-weighting approach to assess product features. The product features will be prioritized to highlight the benefits and bring value to the customer. What should the project manager ask the team to do?. A. Use a market-based strategy. B. Rely on the expert judgment of the product owner. C. Perform collaborative work that is coordinated by the project manager. D. Engage the project sponsor.

A project sponsor has approved the project charter and business case. The project manager has reviewed the artifacts to initiate the project and is unclear if the intended benefits of the project align with the strategic objectives of the business. What should the project manager do first?. A. Stat executing the project since leadership is responsible for the business strategy. B. Propose an updated business case and project charter that are more aligned with the business strategy. C. Conduct qualitative and quantitative risk analysis and record the results in the risk register. D. Meet with the project sponsor to better understand the strategy benefits of the project.

A project manager is in the middle of an agile project comprised of 100 user stories broken down into five iterations. Each user story is worth US$50. The actual expenditure is US$2,000 and 50 user stories have been delivered. Which statement is true?. A. The project is under budget and on schedule. B. The project is over budget and behind schedule. C. The project is under budget and behind schedule. D. The project is on budget and on schedule.

A project manager has been assigned to lead a major project in a government organization. There are no policies and procedures for project management, since there is no project management office (PMO). The managers involved are unaware of their responsibilities for the project. What should the project manager do?. A. Provide project management training to the stakeholders and explain their responsibilities. B. Start planning the project and then request that a PMO be implemented in the organization. C. Request that the implementation of a PMO be executed in parallel with the project. D. Provide project management training to only the internal team involved in the project.

A project manager for a construction site realizes the importance of stakeholder relations, especially with the local community. The project manager and the project team strive to build effective relationships with these key stakeholders in order to prevent obstacles in the future. What should the project manager do to customize the stakeholder engagement plan?. A. Assess the need to collaborate with the community. B. Analyze the need to negotiate with the community. C. Assess the information requirements of the community. D. Analyze stakeholder diversity in the community.

In a project, one core team member tends to do all the work and ensures all tasks are completed. This core team member is soon leaving the project, which may make the project vulnerable. What should the project manager do?. A. Ensure the activities of this team member are distributed across the project team. B. Assess a mechanism for knowledge transfer among the team members. C. Ask human resources (HR) to counsel the team member to balance the workload. D. Motivate the team member to stay by providing them with incentives.

A project manager has noticed that the performance of a new team member has increased dramatically over the past few months. The project manager has been measuring this team member's performance through the cost performance index (CPI) and schedule performance index (SPI) of work packages. The project manager has also assigned new, unrelated work packages to this team member. The project manager wants to formally record the team member's success in the project documentation. What should the project manager do?. A. Send a communication to management recognizing the team member's contributions. B. Hold a project team meeting about the team member's contribution and take minutes. C. Record the team member's contribution in the responsibility assignment matrix (RAM). D. Attach a note to the project management plan about the team member.

A key team member has recently gone through some personal issues that has affected their performance. The project manager noticed that the team member's emotional situation has affected the rest of the team's performance. How should the project manager handle this situation?. A. Help all team members learn to deal with their emotions by building a culture of empathy. B. Separate the key team member and replace them while they emotionally recover. C. Meet with the team to discuss how to handle the performance problem. D. Ask the human resources (HR) department for their support providing emotional help.

A developer who has almost completed a required product feature for a prototype leaves the company in the middle of an iteration. What should the project manager do?. A. Go to management and ask to hire a new external developer. B. Review the backlog to reschedule the deliverable for a later iteration. C. Determine whether other cross-functional team members are able to take over the work. D. Engage with stakeholders directly to review the iteration process.

An agile project has a documented list of requirements prioritized in high, medium, and low categories. The project team has expressed that it is difficult to know what to work on next as so many items are listed as high priority. What should the project manager recommend?. A. Ask the team to prioritize the high-priority items based on what they feel is a logical sequence to build. B. Ensure the product owner determines the priority based on a product roadmap, release plan, and iteration plan. C. Ask the team to prioritize the high-priority items based on the release plan and what allows for testing most effectively. D. Discard the current categorization of requirements as "high, medium, and low" and prioritize numerically.

A self-organizing team was delivering as committed. The team accepted a development task with new technology and the iterations started to have reduced velocity. What management decision is suited for this situation?. A. Move team members who are not performing from the team. B. Add new members to the team and increase the velocity. C. Re-assign the project to a team that has worked with this technology. D. Provide opportunity for team members to learn and adjust to the technology.

A project manager is assigned to a project related to taxes, which will be managed using an agile approach. By reviewing lessons learned from a previous project, the project manager discovers that a key stakeholder is an expert on taxes and is willing to help. How should the project manager leverage this information?. A. Send a request to the project sponsor to hire the stakeholder and have them become part of the project team. B. Ask the project team to review the lessons learned and have the team contact the stakeholder directly if there are any questions. C. Recognize the stakeholder's skills are important for the project and evaluate the possibility of the stakeholder supporting the project team. D. Request the functional manager to assign the team from the lessons learned project to the current project to avoid a learning curve.

A project requires testing of the final product to be done at another department’s testing facility, which is known for having low availability. This situation could potentially impact the project schedule. What should the project manager do next?. A. Update the project schedule. B. Update the issue log. C. Update the lessons learned register. D. Update the risk register.

Due to unforeseen circumstances, a contractor was unable to mobilize the project team, which was necessary to conduct face-to-face meetings and discussions. Virtual meetings were subsequently put in place, but the local project team and end users now face a communication gap that is causing the team's low performance. What should the project manager do?. A. Ask the contractor to solve this problem because this is a contractual obligation. B. Terminate the contract and initiate a new one with a local contractor. C. Reassess continually to remove blockers for the team. D. Implement key performance indicators (KPIs) and convince the contractor to engage the team.

A project manager is working on the implementation of new phases in the production process of a regulated industry. Which two stakeholders can help the project manager determine and address compliance requirements? (Choose two.). A. Risk steering committee. B. Chief executive officer. C. Functional managers. D. Board of directors. E. Advisory team panel.

A project team member raised a risk that the threat of country-wide power cuts may affect the project time line for a software development project. In the last month, this risk materialized and the project time line had to be extended by 2 months. Which two actions should the project manager take? (Choose two.). A. Ask the team member to work overtime to make up the lime lost so that the project schedule is not impacted. B. Log it in the risk register and work with the relevant owner to implement the mitigation action plan. C. Analyze the impact of the issue and submit a change request to update the project schedule. D. Inform the project sponsor that the risk has materialized and request that the project budget be increased. E. Extend the project deadline and update the project schedule to reflect the delay.

DRAG DROP - A project manager of a large company needs to categorize the stakeholders' involvement at the beginning of a project initiated by the board of directors. The sales and delivery teams are internal teams. Drag each stakeholder scenario on the left to the correct engagement level on the right. Investors who do not fully understand the project implementation scenarios. Vendors for the project. Sales team not aligned to delivery. Senior management.

A project manager’s transformation project has been delayed due to unexpected issues with the information technology (IT) systems. These issues are likely to impact the project budget, but the project manager is working hard to make ensure there is no impact on the project's schedule and scope. Which two actions should the project manager take before proposing a budget rebaseline to upper management for approval? (Choose two.). A. Consider schedule compression techniques to shorten or accelerate the schedule duration without reducing the project scope. B. Consider using resource leveling to more accurately reflect the work commitments of the resources. C. Apply data analysis techniques, variance analysis, and trend analysis. D. Analyze the budget based on the revised estimates and responses from similar situations in the past. E. Raise a change request with high priority to be discussed in the upcoming governance meetings.