PMP_601_660

A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue?. A. Force the team members to work from one location. B. Develop protocols for resolving conicts between team members. C. Obtain special expertise to advise the team members. D. Set up face-to-face meetings with project team members.

A Scrum team has committed to delivering a specic capability in their rst release. Multiple operational issues have prevented the developer from delivering key capabilities. The technical lead has also given notice that they are resigning from the company. What should the project manager have the Scrum team do to recover from these issues?. A. Review constraints in the ongoing sprint planning and evaluate options for the release plan. B. Stop the sprint and replan and prioritize the backlog to reduce resource levels. C. Consult the resource management plan for an appropriate response. D. Continue with existing sprint plans to ensure some of the scope will be delivered.

A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory. Consequently, some requirements are not clear. What should the project manager do to build consensus regarding the requirements?. A. Escalate the issue to the management team for their review and guidance. B. Create a survey template to collect feedback from stakeholders to reach an agreement. C. Organize a face-to-face meeting with all stakeholders to understand their interests and concerns. D. Leverage expert judgment to determine the requirements that should be considered.

A project manager has been asked to lead a project. The performing organization does not have a project management oce (PMO) or formal governance policies procedures, and guidelines for this type of project. What should the project manager do rst to determine a governance approach for the project?. A. Consult a subject matter expert (SME) as to the best governance policies, procedures, and guidelines to be used by the project. B. Consult with team members and stakeholders to determine whether the organization has any informal governance policies procedures, and guidelines. C. Choose either a predictive or agile framework best suited to the nature of the project, and use this framework as the basis for project governance policies, procedures, and guidelines. D. Coach the self-managing team to produce tailored governance policies, procedures and guidelines for the project.

A key project stakeholder who was a big supporter and motivator for the project team is leaving the organization. The project team is experiencing low morale and poor teamwork. What should the project manager do to improve morale?. A. Identify the wants and aspirations of the team. B. Build team connections and emotional bonds. C. Forge consensus through team participation. D. Set goals and push the team to achieve the goals.

#607 A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor. This vendor just announced a delay in delivering a key component, which will impact the project schedule. What should the project manager do?. A. Ask for expedited delivery of the component to mitigate the risk of schedule delays. B. Ensure that relevant stakeholders and expectations are identied and assess the component delay. C. Perform a detailed analysis of the release content for each component of the solution. D. Propose a new design of the solution maw the external component with an internal one.

Drag the characteristics of the stage on the left to the correct Tuckman Ladder stage on the right. Select and Place: Team members argue and are not openly collaborative. Members are reassigned to other projects. Team members are independent and work in silos. Members adjust their work habits with trust. Members are independent and work effectively.

Drag the communication event on the left to the main subject discussed during the event on the right. Daily Meeting. Interation Retrospective. Interation Planing. Iteration Review.

A hospital is running a project for one of their internal critical systems to manage billing, patient data, and record management along with consultation reports and input from physicians. The project manager now needs to categorize the identied risks. Drag each risk type on the left to its correct example on the right. Technical risk. Commercial risk. Management risk. External risk.

An experienced project manager is overseeing a merger and acquisition project. The project manager reacted differently to different threats identied on the project. Drag the mitigation strategy on the left to the project manager's actions on the night. Mitigate. Accept. Avoid. Escalate. Transfer.

A distributed protect team wants to use the common ground principle to ensure that they have a common understanding of the scope. The team asks the protect lead to set up a workshop. What should the project lead do?. A. Ask the senior members of the development team to elaborate on the scope in detail. B. Invite participants to the workshop with sucient lead time to prepare. C. Reduce the number of participants to ensure that consensus is reached easier. D. Provide the participants with specic instructions and sot the expectations.

A project manager for a government organization often deals with stakeholder engagement issues. Drag the interpersonal skill the project manager should use on the left to the correct situation on the right. Decision making. Negotiation. Political awareness. Cultural awareness.

An agile team is geographically separated across multiple continents, and the project manager is in the process of identifying the tools to manage the communication among the virtual teams. Drag the appropriate tool on the left to each protect task on the right. Online bulletin boards. Chat rooms. Video conferencing. Version control system.

A client mentioned that in the past 2 months, they have not been invoiced for completed work. The client has communicated that they will release the funds for other activities it the invoices are not sent. What should the project manager do next?. A. Work with the client and agree on a schedule to provide them with the invoices. B. Reach out to the billing team and instruct them to issue the invoices immediately. C. Review the previous billing information and prepare a corrective action plan. D. Communicate and inform the client to go ahead and release the funds.

Midway through the execution of an agile protect there is a shift in the strategic objectives at the organization level to promote digital transformation. What should the project manager do next?. A. Schedule a meeting with the team to assess the impact of the change. B. Escalate to the product owner and cancel the upcoming iterations. C. Prepare a user story to handle the change and assign it to the next iteration. D. Update the risk-prioritized backlog with the strategic change.

A project manager is assigned to a project that will improve the business operations for a trading rm. The project team has just completed the discovery phase and needs to make a presentation to the business team in 4 weeks to showcase the feasibility of the solution. How should the project manager advise the team to proceed?. A. Develop a conceptual framework. B. Develop a request for proposal (RFP). C. Develop a prototype. D. Develop a minimum viable product (MVP).

Project reviews are done regularly in a project. The team has encountered a critical technical issue that will be discussed in the next project review. Who should the project manager invite to the review for an effective decision on the way forward?. A. Internal team. B. Project team. C. Management team. D. End user team.

A project manager is initiating an agile project for which some external components will be delivered by vendors. One of the vendors, however, will be unable to deliver its component in an incremental, collaborative way. How should the project manager handle this situation?. A. Submit a request to the project sponsor to have the vendor replaced with a vendor who can work following an agile approach. B. Ask the project management oce (PMO) to abandon using an agile approach on the project to accommodate the vendor. C. Have the vendor deliver the component using another approach, then integrate it into the project without changing the overall agile approach. D. Ask the product owner to move the component to the product backlog to be addressed after the work using an agile approach has been completed.

A project manager is leading a team that is geographically dispersed. The team needs to collaborate and nalize the monthly reports. Occasionally, meetings occur during the weekends due to the time differences. Team members have expressed that they do not want to work on the weekends. What should the project manager do?. A. Take over the activity and deliver the reports whenever work is required on a weekend. B. Avoid reporting during the months that team members would need to work on the weekend. C. Remind the team members of their governance responsibilities documented in the team charter. D. Communicate to the project stakeholders that the reports will be delayed certain months of the year.

A critical deliverable for the current iteration is giving the team diculties. Functionality and quality issues are constantly emerging and delaying iteration progress. The project manager listens to the team's concerns and discovered that the work is not being well coordinated among the team members. Which two actions should the project manager take to handle this situation? (Choose two.). A. Develop a team performance report to discuss in the next retrospective meeting. B. Provide dear instructions on how the work should ow among the team members. C. Schedule an iteration backlog renement meeting to understand the issues. D. Set up one-on-one meetings to provide feedback to the team members. E. Prioritize the issues, focusing on the ones affecting the iteration goal.

A project manager is managing a large project. During a review meeting, the project manager discovers that one of the team members who use to be a high performer was not able to complete their work on time. What should the project manager do?. A. Talk to the team member to determine why their performance changed. B. Talk to the team member's manager to provide more training. C. Talk to the team member and a human resources (HR) representative. D. Talk to the project lead and ask them to allocate less demanding tasks.

An organization is initiating a project that will be using new technology. The complexity of the project requires excellent technical skills. After reviewing the proposed project management plan, the project sponsor asks for options to reduce the labor cost without introducing risk to the project delivery. What should the project manager do rst?. A. Review the risk register and assign functional managers as resources. B. Perform an analysis of the key cost drivers and present alternatives. C. Analyze the resource pool and assign internal resources who participated in past projects. D. Review the work breakdown structure (WBS) to ensure there are adequate resources.

A project manager is using an agile approach. During the sprint planning meeting, the product owner agged a backlog item as high business value and easy to implement. However, the other team members identied a high dependency between this item and another item that is agged as low business value and high complexity. What should the project manager do to support the backlog prioritization?. A. Support the team to move both items to the next sprint when the team will know more. B. Prioritize the item agged as high business value and low complexity for this sprint. C. Facilitate the discussion until the team reaches an agreement about the two items. D. Prioritize the item agged as a dependency with low business value and high complexity.

A project manager meets with the development team to estimate the time required to complete a software application. The software developers are new to the company, and they have never developed a similar application. Which estimation technique should the project manager recommend?. A. Analogous estimating. B. Parametric estimating. C. Planning poker. D. Three-point estimating.

A project sponsor insists that the project scope for a new product launch should include two geographical locations. However, after the project scoping session was done, a project charter was completed and approved with one location only. What should the project manager do?. A. Ask the sponsor to increase the budget and schedule of the project to accommodate the additional scope. B. Assess the impact to the scope and submit a change request for approval of the two locations before including them in the scope of the project. C. Discuss with the sponsor that the project scope is approved and it is not possible to include two locations as it will affect the budget. D. Encourage the sponsor to start another project for the additional location so that the current project is not impacted.

A project is on its fth iteration out of six. One member of the team has left the company unexpectedly. What should the project manager do next?. A. Take on some of the necessary work to minimize the impact. B. Invite the stakeholders to discuss a mitigation plan. C. Detail the reason for the project delay in the status report. D. Register an issue and escalate it to the project sponsor.

A construction company is executing a building contract that includes rm milestones for replacing certain components of the building. During execution, the client complains that the new components do not meet the requirements. What should the project manager have done to prevent this from happening?. A. Continuously communicated the changes in the work plan and the agreement to the client. B. Dened acceptance criteria in a quality checklist agreed upon before starting the build phase. C. Provided compensation for issues due to the variance in the agreed-upon requirements. D. Approved a detailed change management process before starting the build phase.

A production team will soon begin their rst agile project. No one in the team or management has agile knowledge. The training manager can only fund three enrollments. Development Team. Scrum Master. Product Owner.

An agile team is in the early phases of the development cycle for a project; however, they have already begun to deliver functionality to the customer. The team has identied risks to the project and are working on developing the mitigation strategy. What should the project manager do next?. A. Escalate the risk to the project sponsor and steering committee. B. Implement the risk mitigation strategy according to the highest impact. C. Incorporate and prioritize the risks in the risk register according to impact. D. Determine if any of the new risks have any nancial impact.

A project stakeholder complained that they did not receive an important delivery that was stated in the schedule. The team member responsible for this deliverable explained that they sent an email to the stakeholder, advising them that the deliverable would not be delivered on time. What should the project manager have done to avoid this situation?. A. Conrmed that the stakeholder was made aware of the delivery delay. B. Communicated with the stakeholder directly regarding the delivery delay. C. Told the team member to send the unnished deliverable to the stakeholder and nalize it later. D. Ensured that the team member did not communicate directly with the project stakeholder.

After sending an on-site meeting invitation to seven people for the kick-off meeting of a project, a key stakeholder declines because they will be at another location for the rest of the month. What should the project manager do?. A. Change the kick-off meeting to a virtual meeting so all can attend at the same time. B. Hold the kick-off meeting with the rest of the stakeholders to avoid a delay in the project. C. Reschedule the kick-off meeting for the following month so all can attend on-site. D. Make arrangements for the stakeholder to join the kick-off meeting virtually.

At the end of a project, the project manager was asked to provide a performance rating of the project team members. What should the project manager mainly make reference to?. A. Input from project stakeholders. B. Feedback from the project sponsor. C. Agreed-upon key performance indicators (KPIs). D. Competencies of team members.

A project manager prepared a project benets management plan. Which of the following should be included in this document?. A. Strategic alignment, benets owner, risk register. B. Target benets, benets owner, lessons learned. C. Project requirements, target benets, issue log, metrics. D. Target benets, strategic alignment, time frame for realizing benets.

In a global project, the main denitions were developed in country A, and the delivery of the project will be completed in phases in countries B, C, and D. Country B discovers that one of the legal requirements was not addressed. What should the project manager have done to avoid this situation?. A. Managed risk mitigation strategies specic to each country. B. Asked procurement to assign resources located in each country. C. Selected countries that had similar regulatory requirements. D. Identied the regulatory differences among the countries.

In a frequently changing project, the project manager discovers a customer requirement change during a daily meeting. What should the project manager do?. A. Escalate to management for approval since the change was not included in the original requirements. B. Tell the customer that the requirement change will be put into the next project phase if management approves. C. Give the change to the scrum master to investigate how much additional effort the change will require. D. Validate the requirement change with the product owner and development team before redening the scope.

A customer is concerned with the quality of the product delivery, as the production deployment is approaching. What should the project manager do next to ensure acceptance of the deliverables?. A. Verify the production budget before advancing the product. B. Evaluate the quality checklist for product compliance. C. Review the approved exit criteria for the product. D. Test product integration in accordance with the requirements.

A hybrid project has just deployed, and the project manager is planning project closure with lessons learned workshops. A key stakeholder informs the project manager that having the Scrum team in the workshops is a waste of time because the project was delivered successfully. What should the project manager do?. A. Invite the Scrum team members as optional participants. B. Ask the Scrum team members to share retrospectives. C. Invite the Scrum team members as mandatory participants. D. Ask the scrum master to attend the workshops.

An agile project for a database migration impacts nearly all business units of the corporation. Every effort has been made to complete the migration before the end-of-support date for the database platform. A new impediment now implies the need to continue use of the old platform another year at a higher support price. What should the product owner do about this situation?. A. Reprioritize the backlog based on value and cost of delay divided by duration. B. Switch to a predictive approach to prevent any further delays to completion. C. Reprioritize the backlog based on story size and competence availability. D. Remove low-value items from the backlog to compensate for the higher cost.

A project manager is leading a product feature rollout that will gain more subscribers for a video-streaming application. During the backlog grooming phase. the business stakeholders were unable to understand the feature integration with the product and raised concerns. What can the project manager do to demonstrate the feature integration?. A. Include the business stakeholders in the iteration review. B. Involve business stakeholders in the iteration retrospective. C. Create a task for the iteration review and add it to the backlog. D. Review the backlog in detail with the business stakeholders.

A company is launching a new product that has to be ready before the summer season begins. After the discovery process, the team realizes that the requirements are very uncertain. What should the project manager do?. A. Ask to include some business subject matter experts (SMEs) in the team. B. Register a risk and dene a contingency plan to nish the project on time. C. Assist the team in proposing a minimum viable product (MVP). D. Invite stakeholders to discuss project requirements prioritization.

A project team has nished its rst iteration out of six. The iteration's delivery performance (velocity) was 50%. During the iteration retrospective, the team realizes that the complexity of the work was underestimated. What should the project manager do?. A. Update the issue log and escalate it to the project sponsor. B. Ask the technical manager to help the team with the issue. C. Meet with the team to review internal actions to resolve the situation. D. Ask to replace some team members with more experienced ones.

A project manager is reviewing a draft of the project charter with key stakeholders. During the meeting, a conflict occurs between the sponsor and the product owner. How should the project manager deal with the situation?. A. Continue the meeting and ask the project sponsor and product owner to take their discussion offline. B. Continue the meeting and use facilitation techniques to improve communication within the team. C. Postpone the meeting and invite a subject matter expert (SME) to join the next meeting. D. Postpone the meeting and ask the project sponsor and product owner to take their discussion offline.

In a daily standup meeting, a developer indicates that a backlog item will not be delivered because they need to take an unexpected leave for the next couple of days. The backlog item is a prerequisite for a feature expected by users in the next sprint review. What should the project lead do?. A. Work with the product owner to change the priorities in the sprint backlog. B. Work with the product owner to inform the users that the feature is delayed. C. Ask the development manager to provide a replacement for a couple of days. D. Ask the developer to postpone the leave until the backlog item is delivered.

An organization is transitioning to agile delivery, and a new team has been assembled. A project is not going well because the variation of the team velocity is very high and every sprint delivers less than committed. A new project lead with a strong technical background has been assigned to the project. What should the project lead do?. A. Ask that estimations be provided only by senior developers. B. Recommend a different estimation method in the retrospective. C. Allocate more time for estimation in the sprint planning. D. Review and update the estimations in the daily standup.

A project team member just informed the project manager that the license for the software that the team uses to perform calculations has just expired. As a result, the team cannot continue with their project tasks. What should the project manager do rst?. A. Issue a formal complaint to the project sponsor claiming a lack of proper tools. B. Ask the team members to nd an alternative way to perform calculations. C. Ask the team to fast-track the project and perform tasks that do not require calculations. D. Meet with the IT team to evaluate how fast the software license can be renewed.

During a monthly review meeting, a high-performing team member raised a concern about the quality feedback mechanism. The team member expressed that they are not able to deliver high-quality output. What should the project manager do rst?. A. Request feedback from stakeholders about the quality delivery. B. Assign the work in consultation with the functional manager. C. Discuss this with the team and review the quality process. D. Assign the work based on the skill sets of team members.

A member of the project team always extends discussion topics, taking more time than necessary during project team meetings. Other team members feel this member is not being considerate of their time. What should the project manager do?. A. Explain to the team that open discussions are needed but remind the team to follow the ground rules. B. Ask this member to only discuss the current topic to achieve team eciency. C. Ask the team to accept the input from this particular member as their input may be useful. D. Allow the self-organized team to discuss the situation among themselves and come to a resolution.

A project manager is working on a software development project for an oil and gas client using an agile approach. The project manager is having diculty preparing the schedule because the project has various unknowns. Which scheduling method should the project manager use to develop the schedule?. A. Analogous scheduling. B. Three-point scheduling. C. Iterative scheduling. D. Parametric scheduling.

A company recently adopted agile to develop innovation projects. The project manager is experiencing problems with some team members who consider some agile ceremonies to be unnecessary. What should the project manager have done before the beginning of the project?. A. Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benets to the project. B. Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine. C. Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies. D. Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.

A company routinely outsources resources for specic core activities. Due to a sudden, unforeseen risk, all of the team members are needed to work remotely, including the outsourced ones. How can the project manager address this challenge to assure outsourced vendors deliver?. A. Develop a new strategy for communication and management of resources. B. Review the risk management plan for the mitigation activities. C. Review the coordination and communication costs with the supplier. D. Submit a change request to increase the contingency budget.

A project is on its second iteration out of six. The team realizes that a key deliverable will depend on the acquisition of a new device. What should the project manager do?. A. Invite the stakeholders to discuss prioritization of a new deliverable. B. Detail the reason for the deliverable delay in the status report. C. Register a risk and escalate it to the project sponsor. D. Include the responsibility for acquisition with the core team.

A project manager works in a matrix organization and is managing an internal software development project that is intended to reduce conicts in the company's internal tracking system. During development, the project manager is informed that the software has to account for an unexpected change to government accounting requirements. The development team was able to make the change with no additional cost; however, the project manager notices that the testing costs are beginning to exceed the testing budget. What should the project manager do?. A. Ask the project sponsor to allocate funds from the contingency reserve to fund the additional testing. B. Conduct a cost-benet analysis to determine if the funds can be reallocated from the development team. C. Submit a change request to the cost baseline through the governance process to fund the additional testing. D. Update the basis of estimates and the cost management plan to track the additional funding required for testing.

A project manager schedules virtual daily standup meetings for a project, but half of the team members regularly join late or miss the meeting all together. What should the project manager do?. A. Discuss ground rules with the team that will include daily meetings. B. Agree on a new time and reschedule the daily standups. C. Use one-to-one virtual meetings because they are more ecient. D. Ask senior management for coaching regarding this situation.

A project manager is well informed on the industry standards of the organization and believes that they are not reected in the project deliverables. What should the project manager review next?. A. Organizational process assets (OPAs). B. Quality process. C. Project charter. D. Quality management plan.

A project manager is assigned to a multiyear project. During project execution, the customer delegates a new representative who contacts the project manager directly with a concern about their participation in status meetings. The representative wants to contact team members directly. What should the project manager do next?. A. Send the new representative the approved project management and communications management plans. B. Reach out to the customer directly for assistance in incorporating the new representative into the project management plan. C. Meet with the new representative to determine their understanding of the project and address their concerns. D. Meet with the project sponsor to discuss how to incorporate the new representative in the project.

A team is preparing the closing phase and building a plan for the next phase. One of the project sponsors is complaining that the last phase had some quality deliverable issues. However, the quality acceptance document was signed. What should the project manager do?. A. Postpone the next project phase until the impact of the quality issues is assessed. B. Reopen the quality acceptance documentation to add the sponsor's complaints. C. Schedule a quality review meeting and include the sponsor's complaints. D. Review best practices and lessons learned and apply them to the project plan.