PMP_181-240

A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other. This will impact the amount of time the project managers will be able to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of their complexity. What should the project manager do as a servant leader to help achieve this transformation?. A. Review the organizational process assets (OPAs) to evaluate mitigation plans for similar risks. B. Create a risk entry regarding the project manager's capacity and develop a mitigation plan. C. Empower the team to develop the necessary skills to move the project forward independently. D. Issue a change request to hire additional project managers based on the increased workload.

A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet business goals for the year end, which is due in 6 months. What should the project manager do to align stakeholders' needs and expectations?. A. Work with the stakeholders to create a prioritized backlog and release a roadmap. B. Modify the requirements to those that can be completed in 6 months. C. Implement fast-tracking and crashing activities to complete the project in 6 months. D. Include all stakeholders in daily scrum meetings to keep them informed.

A project manager is managing a project to deploy new software to 200 end users. During the implementation, there is a missed process that caused some of the users to lose their computer data. What should the project manager do rst?. A. Meet with the team to discuss the root cause and encourage the team to take note of it and continue to focus on the deployment. B. Record this case until the final lessons learned session is complete to prevent impacting the team's morale during implementation. C. Meet with the team members and request they conduct a review of the case by providing feedback as lessons learned. D. Invite a consultant to review the process in order not to repeat the same issue and share the results with the team.

A project manager is assigned to a major construction project. The project is critical to the city's population, and especially to the local government oficial who committed to delivering the project on time as an election promise. A new project sponsor has been assigned and wants to include aspects that the previous project sponsor did not support. What should the project manager do next?. A. Meet with the new project sponsor to review the current project scope and the requested changes. B. Rebaseline the project as there is now a new project sponsor, which is presenting an opportunity to review and recalibrate the project objectives. C. Invite the project sponsor to a brieng with the project team to demonstrate progress and seek further support to meet project-committed deliverables. D. Inform the new project sponsor that the new aspects will not be included in this project.

In an agile team, some of the team members are coming forward to ask for more autonomy on the project. What should the project manager do in this situation?. A. Encourage the team lead to make decisions. B. Encourage the team members to make decisions. C. Discourage them as conflicts may be created. D. Discourage this request, as it is for the management team.

A project had scheduling delays, which necessitated the team to work overtime to meet critical milestones. This led to some misunderstandings among team members. The project sponsor has allocated a monetary award. How should the project manager utilize the award?. A. Meet with the team members and ask them how to spend the reward. B. Arrange a luncheon for all team members and include team-building sessions. C. Draft a points system to allocate a portion of the money for each resource. D. Allocate the reward to the team leaders to spend on the team as they see t.

A company is conducting a digital transformation project that has a hard deadline. The marketing team wants to combine this implementation with a new product, and the newly assigned project manager is not aware of all the dependencies. Using a hybrid approach, what should the project manager do to ensure the dependencies are taken into consideration?. A. Implement a project newsletter so the different team members can be informed about the progress of each project. B. Make sure that each individual project schedule is aligned with the common deadlines. C. Combine all of the small projects into one big project so the team can collaborate better as one big team. D. Facilitate communication promoting a Scrum of Scrums so the different teams are aware of the dependencies and progress.

During an agile project, a project manager lost one of the resources, and at the same time, uncovered new requirements, which were added to the backlog. What should the project manager do next?. A. Reevaluate the backlog priority with the product owner since the velocity has been impacted. B. Reevaluate the scope of the current iteration to keep the same velocity and timeline. C. Reevaluate the velocity as the iteration duration will be impacted by new requirements. D. Reevaluate the project schedule as the velocity will be impacted by the loss of resources.

An agile project will be delivered to a client based on a fixed price in cryptocurrency. Due to the volatility of cryptocurrency, both parties have agreed to adjust the scope to the value of the cryptocurrency at the end of every iteration and halt the project when the agreed price is reached. Which approach should be used in this situation?. A. A flow-based approach starting with the smallest stories. B. An iterative approach starting with the highest value epic. C. A predictive approach with short phases. D. An incremental approach with a minimum viable product (MVP).

A project is about to start. The project manager has found that the client does not have an appropriate knowledge management system and does not have a requirement for it. What should the project manager do?. A. Provide just-in-time knowledge to the client, upon request. B. Utilize the cloud wiki to collect the necessary knowledge. C. Ask the team to collect the knowledge locally and share it at the end of the project. D. Coordinate with the team and the project stakeholders to collect the knowledge.

A team has individual daily start times for each team member. Sometimes the overlap between team member working hours is short. During those times, the interactions and work as a team are reduced and ineffective. What should the project manager do?. A. Inform the team members who are joining late to join early and work together. B. Allocate the overlap time for each team member and ask them to adhere to the schedule. C. Ask the team to define a team charter and agree on core working hours. D. Ask the team to start at the same time to obtain the maximum number of team working hours.

A project team consisting of various professionals of different nationalities is struggling to achieve their project deliverables. What should the project manager do?. A. Provide the team with support to solve their own problems. B. Inform the project sponsor and train the entire team. C. Ask the human resources (HR) department to conduct performance training. D. Ask the functional department manager to replace the team members.

An organization is struggling to start an important project. The project manager has identified that the scope denition is the main item preventing the project from starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and very complex to define at this stage. What should the project manager do?. A. Propose that the well-dened scope items be delivered using a predictive approach and use an agile approach to deal with the complex items. B. Maintain stakeholder momentum in working on the scope denition until a full detailed scope is achieved prior to starting the project. C. Recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach. D. Update the risk register and escalate the issue to the project management oce (PMO), requesting more resources be added to help dene the project scope.

A project is ending its fifth out of six iterations. During the iteration review, a customer adds a new regulatory feature that exceeds the capacity of the remaining iteration. What should the project lead do?. A. Register an issue and escalate it to the project sponsor. B. Invite the stakeholders to discuss a new prioritization. C. Estimate the impact and consult with the product owner. D. Increase the team capacity to finish the project on time.

During the execution phase of a project, a new department has been created in the company. The manager of this department has requested to be involved in the regular project communications and reporting cycles. What should the project manager do?. A. Ask the project team members to include the manager in all of their communications regarding this project. B. Inform the manager that only stakeholders identied in the communications management plan should be involved. C. Perform a stakeholder analysis and update the communications management plan to reflect the new situation. D. Suggest the manager contact the steering committee and project management oce (PMO) to be included.

Close to the end of a project, a customer claims that some deliverables have not been met and starts initiating change requests. What should the project manager do next?. A. Refer to the requirements traceability matrix. B. Escalate the change request to the project sponsor. C. Revise the project scope baseline. D. Review the approved project charter.

A project has met the agreed-upon product requirements and is closing. There is time remaining in the schedule and excess budget. The resources are not yet scheduled to move to other projects. Several product champions want to continue adding functionality to the product. What should the project manager do?. A. Use the remaining time and resources to add additional scope to the project without spending the project budget. B. Ensure product quality by spending the remaining resources and time on additional quality checks for the product. C. Acknowledge the project closure criteria has been met and release the remaining budget and resources. D. Obtain approval from the sponsor to add additional functionality to the project deliverables with the leftover budget.

A company wants to be a pioneer in its industry and has announced the launch date of a new innovative product. After the first sprint planning, the team realizes that it is not possible to deliver all the features in the required time. What should the project manager do to ensure success?. A. Ask the customer to reduce the backlog to meet the launch date. B. Increase the capacity of the team to deliver the completed backlog on time. C. Assist the team in defining a minimum viable product (MVP) by the launch date. D. Schedule a meeting with the stakeholders to review the contingency plan.

An agile project is running its third iteration with a duration of 2 weeks. A new operations director, who only has a predictive background, started working at the company. In the first meeting with the project manager, the director demands a weekly project status report. What should the project manager do?. A. Invite the director to attend the daily standup meetings. B. Share this with the team and ask them to develop reports for the director. C. Introduce the agile aspect to the director and agree on a solution. D. Explain to the director that agile projects have live reports.

Several components of an expensive manufacturing project have been returned by the customer. The customer is complaining that the quality of the components is poor and is concerned that, as a result, their products will be returned due to quality issues. The project manager is certain that quality has been maintained. How should the project manager communicate with the customer to help assure them that the project has produced quality products?. A. Show the customer the tolerance and control limits. B. Show the customer sample results from the current batch. C. Show the customer a sample history of quality. D. Show the customer the quality control measurements.

A project manager at a large corporation has been assigned to oversee a customer experience project. Within the project, customer satisfaction is a big issue and there are many unresolved customer queries on a daily basis. The project manager has been informed that the customer service team is overwhelmed with these unresolved queries. Which two actions should the project manager take to correct this problem? (Choose two.). A. Contact the customers in batches and inform them that the issues are being worked on currently. B. Confirm the issues truly exist by conducting a survey and other analyses that may detect the real issue. C. Deploy solutions that will track, prioritize, and resolve queries as soon as possible. D. Ask senior management to replace the customer service manager with a more qualied one. E. Request that the customer service team prioritizes work on queries that are received this week.

A company is working on a project to develop an integration of their existing systems. There are known issues in production. What should the project manager do?. A. Identify and remove impediments and mitigate the risks. B. Ensure the product owner reviews requirements with the team. C. Include acceptance criteria in the denition of done (DoD). D. Review the quality control processes and procedures.

A company changed the product owner on an existing project. The new product owner has less knowledge of the product than everybody else on the team. Due to the product owner's lack of knowledge, the team does not consider the opinions of the product owner seriously and mostly relies on the project manager's opinion. What should the project manager do?. A. Work with the project management oce (PMO) manager to generate an onboarding plan for the new product owner. B. Schedule time to share insights with the new product owner about the product and project information. C. Assume the role of the product owner while the product owner gets familiar with the product. D. Organize a team-building activity and ask the team to respect the opinions of the new product owner.

A mid-size capital project has shared resources from the company's contract department. During the execution phase, the project team observed a delay in contracting. After communicating with the contract department, the project manager found the contract team is prioritizing other contracting jobs because they are not part of the project team. What should the project manager do first in this situation?. A. Report the issue to higher management and seek their direct involvement to complete the job from the contract department. B. Arrange a meeting with the contract department to build trust and commitment by recognizing their critical support to the project. C. Arrange several meetings with the contract department and ask them to contract the project as it is critical for project success. D. Communicate with the contract manager to commit a budget for the resources required for project execution.

A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers. What should the project manager do?. A. Request an additional resource to assist in solving all of the impediments listed by the team. B. Determine and agree when a situation becomes an impediment to be solved by the scrum master. C. Request the team review and prioritize the open impediments to resolve all of them as soon as possible. D. Push back, explaining that a self-organized team should address all of the problems to get the work done.

A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep. Which action should the project manager take to control the scope?. A. Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes. B. Accept only those changes to requirements that provide additional value to the project. C. Reject all changes that will increase the budget or increase the time line of the project. D. Accept only those changes that are approved by the change control board (CCB) prior to being implemented.

During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this could be a high risk for the project. Which action should the project manager take?. A. Facilitate a supportive level of engagement for this stakeholder. B. Ask the project sponsor for advice as it might be possible to work with another stakeholder. C. Perform a qualitative risk analysis using a probability and impact matrix. D. Ensure the key information is accurate and monitor the situation as the project progresses.

A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week. What should the project manager do to prepare for the audit?. A. Reserve story points for the next iteration if needed. B. Review the project information. C. Ask the development team to provide compliance information. D. Ask for a waiver during the audit.

A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository. What should the project manager do to address this issue?. A. Assign a team member to manage project artifacts. B. Audit the effectiveness of the management of project artifacts. C. Improve email communication protocols to manage project artifacts. D. Investigate new software tools used to manage project artifacts.

At a project meeting, a business analyst requires input from a marketing consultant to continue working on a task. The business analyst has tried to contact the consultant but has been told that the consultant does not have the time to discuss the project. What should the project manager do to move the project forward?. A. Escalate the issues about the consultant to the functional manager so the consultant dedicates the necessary time to the project. B. Include a new project risk into the risk register and allocate the consultant as the risk owner as it is their responsibility to provide input. C. Discuss the request with the consultant and set up time with the business analyst and consultant to discuss the project requirements. D. Urge the business analyst to continue contacting the consultant to discuss the project since this is the responsibility of the business analyst.

A company is starting a critical project with a strict deadline. During the rst planning meeting, the team realizes that the list of requirements has too many items to allow on-time delivery. What should the project manager do first?. A. Update the risk register and present a contingency plan to meet the deadline. B. Suggest to the customer to reduce the backlog to meet the date. C. Increase the capacity of the team to finish the project on time. D. Ask the team to propose a minimum viable product (MVP) to meet the date.

A project manager is working on a complex project with a high degree of change. What strategy should the project manager use to ensure a successful project completion?. A. Update the project management plan to reduce the possibility of scope creep. B. Schedule a regular risk review with the project management team. C. Increase the active engagement and participation of key stakeholders. D. Create a project change roadmap to keep track of all unforeseen changes.

A project manager is leading a hybrid project funded by a time and materials (T&M) agreement. The project was completed, and the client accepted the delivery of the product. One week later, the client asked the project manager to fix two defects they found in the product. The project manager responded with an estimate of time and money and asked the client to confirm this. The client disagreed and insisted that the work should be done for free because it is a defect in the product. What should the project manager have done to prevent this?. A. Trained client engineers to support the product after its delivery. B. Reviewed the project quality control plan with the client. C. Suggested a fixed-cost basis and included free bug fixes for 1 month. D. Planned how the delivered product will be supported after its delivery.

A project team has established contracts for purchasing vehicles and construction services. In the middle of project execution, the team learns that the vehicle supplier cannot deliver the vehicles. There is not enough time to find a new supplier without delaying the project. Which action should the project manager take to procure the vehicles?. A. Ask the technical team to revise the requirements, even if it requires extra budget. B. Arrange a meeting with the client to request additional time to find a new supplier. C. Review the existing service contracts to find an option to help procure the vehicles. D. Procure the vehicles from another supplier and report the change to the change control board (CCB) later.

When a project is in its final stage, the project manager will request from the team to prepare a delivery acceptance document. What is the importance of this document to the project manager?. A. Needed to close the work breakdown structure (WBS). B. Needed to share it with the stakeholders. C. Needed to close out the project or a phase. D. Needed to release the team at the end of the project.

A project manager is leading a project that has a dependency on the client's vendor management system for critical requirements. The vendor management team will not derive any benefits from the project. However, the project requires support from the vendor management head. What should the project manager do next?. A. Get support from the sponsor to hire a subject matter expert (SME) from the vendor management team to work on the project. B. Review the terms of reference of the steering committee to include the vendor management head. C. Work with the sponsor on a communications management plan to obtain support from the vendor management head. D. Obtain help from the sponsor to highlight any nonfinancial benefits for the vendor management team.

A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration. What should the project manager do?. A. Bring the SME on board immediately and discuss the implications later. B. Ask the existing team members to collaborate with the SME and complete the activity. C. Ask the SME to complete all of the necessary changes, which will save time. D. Direct the team member to ignore the SME's changes as they were not planned.

During a project, the project manager finds an opportunity to reduce the project cost by completing a deliverable ahead of schedule with a minimal impact on project resources. However, the client has only been focused on the next milestone. How should the project manager approach this situation?. A. Apply additional resources to realize the early deliverable and ensure the next milestone is achieved. B. Focus on the deliverable of the next project milestone as per the client's strict instructions. C. Review the change management plan to discuss early benefits realization with the client. D. Evaluate whether the client's request will add extra features to the project deliverable.

A healthcare company is in the process of deploying an innovative healthcare solution globally. The project team has completed a limited release. The stakeholders have raised concerns about global healthcare guidelines and risks. What should the project manager do next?. A. Evaluate lessons learned from similar projects prior to deployment. B. Perform a qualitative risk analysis on the identified project risks. C. Review compliance and regulatory requirements with stakeholders. D. Conduct a feasibility analysis of deploying the solution globally.

A project team is working on the design of a solution for a complex project. Due to a lack of clarity of the customer's requirements, daily meetings were agreed upon between the team and the customer. There are a few external contractors in the project who do not agree with this idea as they feel it is a waste of time. What should the project manager do?. A. Welcome and involve the contractors as part of the project team. B. Ask the contractors to meet with the customer independently. C. Ask the customer to develop a document with the requirements. D. Warn and penalize the contractors who do not attend the meeting.

A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The development manager indicates that all other developers have been assigned to other projects, and there is no capacity for any developer to take on additional work. What should the project manager do next to fulfill this resource need?. A. Determine resource allocation options based on project priority. B. Apply changes to the existing resource allocations and inform the development manager. C. Meet with the sponsor to determine how to rebaseline the schedule. D. Inform the sponsor of the situation and request an extension of the target completion date.

During the sprint planning of a project, the team members have a disagreement about the comparative size of the backlog items and if they would fit into the next sprint. Considering a hybrid approach, what should the project manager do?. A. Ask an external technical leader to provide input and plan the sprint. B. Remove the items from the product backlog since the size couldn't be estimated. C. Facilitate the discussion so that the team members can reach a consensus. D. Make the decision about the backlog items based on what makes more sense.

An agile project manager notices that one of the team members is developing extensive knowledge in a specific matter. Other team members are likely to require this knowledge in the future. What should the agile project manager do?. A. Ask the team member to develop more expertise and become a subject matter expert (SME). B. Ask the team member to provide a training session for the rest of the team. C. Ask the team member to produce a lessons learned document and share it with the team. D. Ask the team member to record highlights the team may want to know.

During daily team standup meetings, team members constantly ask about which tasks they should focus on first. How should the project manager ensure the team is fully productive?. A. Review the project backlog during the team's standup meeting. B. Encourage project team members to prioritize the product backlog. C. Ensure team members are working according to the project plan. D. Work with the product owner to ensure the project backlog is prioritized.

A project manager is leading an automation project. The project team is colocated and includes people from both the technical and business units. The project manager discovers that personal differences and work styles are affecting the project negatively. How should the project manager address this?. A. Develop a schedule that ensures people with personal differences work separately. B. Invite the functional managers of the different units to address their personal differences. C. Use an approach to the project that does not involve colocation. D. Meet with the team and agree on expectations from team members.

A facility extension project is in the execution stage. There is a project activity to connect the power of all new equipment to an existing facility, Point A, which requires a significant cable length. The construction team found that the power could be connected to Point B and save money. What should the project manager do next?. A. Perform a cost-benefit analysis to evaluate using the Point B option. B. Add the issue to the change log and request additional budget through the change control board (CCB). C. Seek a decision from the construction team after explaining the project budget and schedule constraint. D. Use the Point B option because it will save the project cost and time.

A project manager is working on multiple building construction projects using a predictive project management approach. Senior leadership within the organization is promoting the inclusion of more agile practices into the current project methodologies. The project sponsor now wants the projects to use more agile methodologies. Before mandating any agile methods to be used in a project, what should the project manager do first?. A. Provide agile training to those who will be part of the project team. B. Shift all existing projects to agile methodologies with a strict timeline. C. Pause the current projects to align them to the new agile cadence. D. Assess the organizational culture and readiness for the transformation.

A local company is developing a new product and, for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project's outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings. How should the project manager address this situation?. A. Determine the communication needs, environment, and tools to get the message across. B. Document the risk in the risk management plan and use contingency reserves to hire a local vendor. C. Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects. D. Review lessons learned from previous projects and organizational process assets (OPAs).

A project team created user stories after understanding the customer requirements. As the project progresses, the project manager observes that there are too many change requests. The team feels that the outcomes they are working on are not aligned with the customer requirements. What should the project manager do?. A. Refer to the configuration management knowledge base for similar projects delivered in the past. B. Arrange for a workshop with the customer to understand the business values expected from the outcomes. C. Include a representative from the customer to work collaboratively with the team. D. Acknowledge that the current team needs improvement and hire more qualified team members.

A project manager is managing a project with team members who are working all over the globe. The project manager notices that each team member's deliverables do not meet the requirements. What should the project manager do first?. A. Assemble the project team via conference call to tell them that disciplinary action will be taken if any more noncompliant deliverables aresubmitted. B. Discuss the process used to create the noncompliant deliverables with the project team to see if there was a potential misunderstanding. C. Schedule time with the project sponsor to inform them that the project schedule is slipping due to the time it will take to rework the deliverables. D. Meet with the project team to explain that noncompliant deliverables must be reworked and submitted immediately to avoid project delays.

A project manager is leading a project to develop accounting software for a trading firm. As the outcomes are being delivered, a new risk is identified regarding an indirect tax regulation that is being changed by the government in the next 6 months. This risk will have a significant impact on the project outcomes. What should the project manager do next?. A. Determine the impact of the risk and prioritize outcomes that do not affect the tax module. B. Delay developing the indirect tax module until the tax regulation comes into effect. C. Assess the impact of the risk with an expert and prioritize further outcomes with the client. D. Analyze the impact of the risk and discuss with the team to determine how to separate the tax module.

An oil and gas project started without having acquired full funding for the project. The remaining funds were to be acquired during project execution. The acquisition of the remaining funds was delayed several months, resulting in a suspension of work by all contractors. What should the project manager have done to prevent this from happening?. A. Ensured the stakeholder anticipated obstacles to achieving financial closure on the remaining funds. B. Ensured the risk was adequately assessed and mitigated by the appropriate stakeholders. C. Ensured the stakeholder who was providing additional funds remained interested in the project. D. Ensured the project team monitored and reviewed the project risk register periodically.

A project manager entered into a contract with a vendor to build a new system. During the acceptance test stage, the project manager noticed that the system quality was not satisfactory. How should the project manager support their claim to the vendor?. A. Provide the failed test results along with the agreed-upon acceptance criteria. B. Share unsuccessful results from previous projects with a similar scope. C. Document in the risk log that the issues in the system were already identified. D. Show that the acceptance criteria were changed by the vendor without approval.

A project manager agreed to a team member's request to have an alternative working schedule whereby they begin working at 12:00 p.m. each day. This arrangement has worked well for the project, but has recently been scrutinized by members from other project teams because the company's core working hours begin at 9:00 a.m. What should the project manager have done to prevent this situation?. A. Broken down the situation to identify the root cause. B. Determined communication methods and channels. C. Analyzed the boundaries of the negotiations for agreement. D. Managed and rectified the ground rule violations.

The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed-upon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation?. A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed. B. Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs). C. Review the resource breakdown structure (RBS) to request the main stakeholder's manager to replace the stakeholder. D. Provide evidence to the project sponsor that the project is on track and the communications have been sent.

A team has had issues with behavior on an ongoing project, which is causing conflicts. As a result, the team is losing momentum and falling behind in its sprints. How should the project manager handle this situation?. A. Engage a counselor to reconcile the situation between the team members affected. B. Control backlog assignments and reduce direct communications between team members. C. Revisit the ground rules and team communication protocols, and discuss what is happening. D. Require team members experiencing the conflicts to take a day off from work.

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line. What should the project manager do first?. A. Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties. B. Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line. C. Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line. D. Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

A project manager is leading a fast-moving project with strict deadlines and minimal time to deliver each milestone. The project manager discovers that one of the remote team members, who puts a lot of effort into delivering the project, has confided in an on-site team member. The remote team member feels they are not being adequately rewarded and recognized for their job. What should the project manager do?. A. Make arrangements with the resource's functional manager to relocate the team member to another existing project. B. Send a copy of the engagement contract to the remote team member and indicate that the team member is entitled to what is included in the contract. C. Inform the human resource (HR) manager of this situation and ensure this news does not spread. D. Engage the remote team member, empathize with them, and let them know their contribution is appreciated regardless of their remote work status.

In a financial company, a strategic project has been planned to use a predictive approach. During project planning, the product leader requests that milestones be submitted for review. There is a defined scope and an established deadline to conclude the project. What should the project manager do first to meet the product leader's expectations?. A. Change the project charter to indicate that the approach will be different. B. Inform the product leader that they must wait until the end of the project. C. Meet with the software team to review the possibility of monthly milestone reviews. D. Modify the project management plan to use an agile framework to incorporate milestones.

A project team is preparing a report for the stakeholders. The team gathers and collates a large amount of data to be included in the status report. What should the project manager do next?. A. Ensure the team follows standard operating procedures (SOP) for creating a stakeholder report. B. Instruct the team to make only a graphical representation of all the data for the report. C. Instruct the team to conduct a meeting with the stakeholders before finalizing the report. D. Instruct the team to analyze and interpret the data before including it in the report.