PMP_721_780

A project manager is leading a project in an organization that has a functional structure. The project manager has been informed by the team that the tasks related to the purchase of services are taking too long, as the purchasing department has other priorities. What should the project manager do?. A. Ask the project team to keep developing other tasks that do not depend on the purchase of services. B. Meet with the purchasing manager to nd the source of the delays and agree on a purchasing schedule. C. Request that the purchasing tasks be outsourced through an existing purchasing vendor. D. Modify the project schedule to accommodate the delays in the purchase of services.

A project is on its fourth iteration out of six. During iteration planning, a team member informs the project manager that their computer is not working. What should the project manager do next?. A. Suggest that the team member contact the IT department. B. Update the issue log and escalate the problem to the product owner. C. Ask the other team members to step in and do the work. D. Facilitate a priority resolution of the issue with the IT department.

A project manager was recently assigned to rescue a high-priority project for an Olympic facility. The project is behind schedule. with a heavy contractual penalty. The former project manager had numerous conicts with the project team members and a few stakeholders. What should the project manager do rst?. A. Review the lessons learned register with the former project manager in a private meeting. B. Meet the project team to assert authority and reassign the project tasks for a timely delivery. C. Review the project schedule and ask for the contingency reserve to crash the project. D. Meet the project team and stakeholders to identify the root cause of the issue and develop a solution.

A new project needs to be submitted for urgent funding approval. The project, which will use a new technology, is vital to the organization. The entire Scrum team has worked together for over 3 years on multiple projects and delivered the previous project under the approved budget. Which estimation technique should the project manager implement in this context?. A. Denitive estimate. B. Order of magnitude. C. Budget estimate. D. Story points.

A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process. What should the project manager do?. A. Contact the vendor that supplied similar equipment for a previous project. B. Use the existing equipment and replace it later with the new equipment. C. Ask the project sponsor to expedite the vendor selection process. D. Work with the procurement team to nd alternative options.

An organization that embraced agile a couple of years ago is looking for a more ecient way to ensure that the increments produced in each sprint meet the end users' quality requirements. What should the project lead recommend?. A. Develop a more comprehensive template for the denition of done (DoD). B. Establish a quality assurance (QA) team separate from the development team. C. Organize more frequent sprint reviews with a broader audience. D. Increase the percentage allocated for testing each backlog item.

A project manager has just been appointed to a project that has two major deliverables. Both deliverables have the same level of priority and are to be delivered at the same time. The members of the team are complaining about the lack of information regarding which deliverable needs to be nished rst. What should the project manager do?. A. Meet with the project sponsor and key stakeholders to assess each deliverable's value to the organization and set execution priorities. B. Ask key stakeholders to cancel the project due to the diculty of executing both deliverables at the same time. C. Ask the team to start working on the easiest deliverable rst so they gain experience to execute the second deliverable. D. Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.

During the execution of a project, an experienced team member informs the project manager that they cannot take part in all of the scheduled project activities due to a conicting operational schedule. What should the project manager do?. A. Encourage the team member to prioritize scheduled project activities. B. Replace the team member with another available resource on the team. C. Discuss the situation with the team member's functional manager to see if the schedule can be adjusted. D. Check with the project management oce (PMO) on the available resources to complete the activities.

A project manager is working on a large IT project. During a review for one of the deliverables. a stakeholder raised a concern about the nal product. What should the project manager do rst?. A. Discuss this with the team and put the stakeholder's concern in the issue log. B. Set up a meeting with the sponsor to discuss the details of the deliverable. C. Discuss this with the team and review the project requirements documentation. D. Set up a meeting with the product owner to discuss the stakeholder's concern.

A large project requires new equipment to support the project execution. The procurement manager communicated to the project manager that the delivery of the newly purchased equipment will be delayed. The project manager is concerned that this will directly effect the project schedule. What should the project manager do next?. A. Update the sponsor of the potential issue and ask for any suggestions. B. Validate the information and update the risk management plan. C. Source second-hand equipment in order to prepare for any delivery delays. D. Update the risk register and discuss it with the project stakeholders.

A project manager is leading a project team composed of members with varying levels of knowledge and experience. Some are experts and some have less than 1 year of experience. The project schedule was approved by the steering committee. What should the project manager do?. A. Ask the less-experienced members to perform tasks exactly as they are instructed by the experienced members. B. Ask each experienced member to be the mentor to one of the less-experienced members. C. Ask the more experienced members to review all of the tasks performed by the less-experienced members. D. Ask the resource manager to replace the less-experienced members with more experienced team members.

A project is currently in the execution phase. Because of the complexity of the project and the large number of regulatory requirements involved, the project manager decides to hold a management review with senior executives to ensure the successful implementation of project deliverables. What should the project manager review during the management review to ensure the meeting is effective?. A. Specialized reports created specically for the meeting as per directions from the project sponsor. B. Potential changes to the project's strategy and the feedback from senior executives. C. The deliverables that are performing well and those that need more work. D. Metrics and key performance indicators (KPIs) that objectively reect the status of deliverables.

During the service procurement process for a strategic project, only one bidder submitted a bid. The price of the offer is signicantly large and the project sponsor is not I convinced that the return on investment (ROI) can be achieved. How should the project manager address this issue?. A. Analyze the bounds of negotiations for project agreements. B. Re-visit the project charter and seek other alternatives. C. Speak with the CEO and ask for their support to approve the offer. D. Proceed and issue the purchase order as this project is important.

A project manager leads a project that implements a new process throughout the organization. The rollout is done in stages and the project manager planned a demonstration for the pilot business units. A manager from a business unit that is scheduled for a later date asks to be invited to the sprint review. What should the project manager do?. A. Refer the sprint review request to the project sponsor. B. Ask the manager to get an approval from the product owner. C. Invite the manager to the scheduled sprint review. D. Organize a special demonstration for the manager only.

A multicultural team is working on a project. After a few months of observation, the project manager realizes that two team members are not responding to the construction manager properly. The project manager spoke to the team members individually and found that both had cultural differences with the construction manager. What should the project manager do to improve the situation?. A. Ask the construction manager to meet with the two team members to resolve the situation. B. Discuss the team members' concern with the construction manager and seek solutions. C. Ask the team members to tolerate the cultural differences as they have a different cultural background. D. Provide the construction manager with instructions on how to resolve the situation.

A mandatory compliance requirement that will impact the project software is introduced during the execution phase of an iterative project. The team is aware of the compliance requirement. What should the project manager do next?. A. Escalate the issue of project impact to the product owner. B. Update the product backlog item with this new requirement. C. Escalate the issue of project impact to the project sponsor. D. Update the stakeholder register to include the requirement owner.

A project manager analyzes the cumulative ow chart and identies a bottleneck in the testing activities from a self-organizing team. After discussing it with the team, a gap related to testing skills is identied. What should the project manager do to address the issue?. A. Support the team to identify an approach to resolve the problem. B. Ask the development team to slow down so the testers can catch up. C. Provide training to the entire team so they all will be able to perform tests. D. Onboard a new project team member who has testing skills.

During a project's execution phase, two team members are having conicts with other team members within the team on technical and interpersonal levels. Which two actions should the project manager take rst to address this conict? (Choose two.). A. Plan to resolve the team members' conicts after the sprint and focus on achieving the goal. B. Arrange individual meetings with the team members who cannot work together effectively. C. Address the conict during team meetings for the entire team to participate and find solutions. D. Ask human resources (HR) to intervene before it escalates and affects the team's performance. E. Discuss the conict early among the affected team members using a direct, collaborative approach.

During the execution stage. the project manager discovered that one team member is not able to complete their work on time and is running later than expected. This delay may potentially impact a project milestone. What should the project manager do rst?. A. Discuss with senior management and seek their guidance. B. Discuss with the team and assess the reasons that led to the delay. C. Request the team member's manager to nd a solution. D. Assign more resources from other teams on the late work.

A team has developed and tested new software to control airplanes during ights. There are several regulatory requirements that must be met. What should the project manager do to meet these requirements?. A. Ask human resources (HR) to assign a compliance specialist to the team. B. Determine potential threats regarding compliance with the regulations. C. Measure the extent to which the project complies with the regulations. D. Validate that the software is compliant with standards and regulations.

A project manager is assigned to a global project with dispersed team members. Previously, when working with remote teams, the project manager observed that team members do not tend to produce quality work. What should the project manager do to ensure the project is completed on time with quality?. A. Meet with the team together and in one-on-one meetings to set clear, shared targets. B. Encourage the team to participate in a peer evaluation activity by the end of the project. C. Introduce the use of time sheets and ask team members to review and submit them regularly. D. Arrange regular team meetings for the team to update one another on the progress of their assigned tasks.

By the end of the rst sprint, a project lead notices that one of the team members is not performing very well. Which form of communication should the project lead use to handle the situation?. A. Informal written communication, such as a friendly reminder. B. Formal verbal communication, such as a conversation at the end of the sprint retrospective 0. C. Formal written communication, such as an email with a copy sent to the manager. D. Informal verbal communication, such as a conversation.

A project team is planning the next sprint review. The project lead receives an email from a senior manager asking for a project status using a template that is more detailed than the one used for monthly reports sent to the project management oce (PMO). The team uses an electronic product backlog and a kanban board to track the progress. What should the project manager do next?. A. Give the senior manager access to the product backlog. B. Organize a review of the kanban board with the manager. C. Contact the senior manager and discuss their needs. D. Modify the PMO template to include the information.

A company is going through structural changes. A couple of people will leave the company as their positions were made redundant. The team members are unhappy as they do not understand why the changes are being made when the project is on track. What should the project manager do?. A. Advise the team to continue their work as planned because the schedule cannot be changed. B. Organize a team meeting to discuss the changes and their importance for the company. C. Inform the project sponsor about the team's unhappiness and ask for overtime pay. D. Advise the team that the changes were decided by the CEO and must be implemented.

A town wants to build a community center and has appointed a project manager. A site was found, and all of the necessary approvals and governance were completed. When the project kick-off was held, it was discovered that a local farmers' group was not consulted, and they use the site for a monthly market. What should the project manager do to move forward with the project?. A. Continue building the center as the farmers' group does not need to be consulted. B. Discuss the project objectives with all stakeholders. including the farmers' group, and review their requirements. C. Document a risk related to the impact that the farmers' group could bring to the project. D. Request that the project sponsor discuss compensation with the farmers' group for the lost business.

A project sponsor would like to include a new deliverable. The sponsor contacts the project manager in order to seek advice on the most ecient approach to complete the deliverable within the next 2 months. What should the project manager do?. A. Suggest that the sponsor conduct a cost-benet analysis to determine feasibility. B. Advise the sponsor that it is not the project manager's job to evaluate the project. C. Use the management reserve in order to expedite completion of the deliverable within 2 months. D. Change the project methodology in order to achieve completion of the deliverable within 2 months.

A project is about to start with a global project team. Travel is not a viable option for project team members, so most will participate virtually. What should the project manager do to engage the team?. A. Invest in a virtual collaboration/colocation environment. B. Have one-on-one meetings with team members to improve communication. C. Ask human resources (HR) for team-building recommendations. D. Schedule weekly team meetings to encourage collaboration.

An experienced project manager is leading an enthusiastic team but realizes the team lacks the experience to complete the job successfully. What should the project manager do to reduce the risk of project failure?. A. Provide team members with the necessary coaching and mentoring. B. Ask the sponsor to add experienced professionals to the team. C. Approve the appropriate training program for team members. D. Assign a dedicated resource to check the quality of each deliverable.

A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions. What should the project manager do to ensure that the project is ready to move to an operational state?. A. Review the project approval requirements in the project charter and conrm who will be approving the project. B. Meet with the project team to review the work breakdown structure (WBS) and conrm deliverables have been delivered. C. Refer to the project's work in progress (WIP) reports to ensure that there is no additional work in the backlog. D. Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.

A vendor project manager and team are implementing a software solution across the organization. A customer stakeholder who was not present during the sales process is demanding that the team implement requirements that are out of scope without adding additional cost to the project. What should the project manager do next?. A. Escalate the issue of the additional requirements to the executive leadership team. B. Adjust the scope baseline and schedule baseline accordingly. C. Implement all the requirements the customer has requested. D. Refer the stakeholder to the delivery specications in the statement of work (SOW).

A project manager is performing the scrum master role for a project team of developers. At the daily standup, a couple of developers complain about the noise from a neighboring team, the performance of their laptops, and the diculty in booking meeting rooms. What should the project manager do?. A. Assign actions to all stakeholders and oversee their implementation. B. Acknowledge the impediments and facilitate their resolutions. C. Note the impediments and escalate them to the product owner. D. Note the impediments and work on addressing them later.

A project manager is leading a technically complex project. The project is part of a strategic program of work and the rst to use an agile approach. One of the board members is interested in attending a meeting to see how the delivery of the project scope is progressing. What should the project lead do?. A. Invite the board member to a separate demo. B. Invite the board member to the next sprint review. C. Invite the board member to the next sprint retrospective. D. Invite the board member to the next daily standup.

Project progress meetings occur via virtual conference calls. In every project progress meeting, one team member continuously interrupts others during discussions. Other team members often have no opportunity to talk or complete their explanations. What should the project manager do?. A. Start the meeting with a review of the ground rules, meeting objectives, and the agenda. B. Speak individually with the team member who always disrupts the conversations. C. Manage time eciently using the agenda and ask each participant to contribute. D. Speak individually with the team members who do not participate in conversations.

A project manager is working with team members and customers who are operating in multiple countries. The team is working on implementing a new technology that includes ambiguities, uncertainties, and unknowns, both in terms of technology and of the end-user expectations for this solution. What should the project manager do to keep the stakeholders engaged?. A. Use meetings as a communication channel. B. Use email as a communication channel. C. Use feedback and decision-making tools. D. Use a shared collaboration platform.

A project has completed design activities ahead of schedule. Suddenly, the project manager is informed by a vendor that a deliverable may not meet the agreed delivery time frame due to a resource shortage. The internal team asked if they should continue to deliver as per the schedule. What should the project manager do?. A. Inform the project team that they may proceed at a more relaxed pace. B. Discuss with the project team alternative options to deliver as planned. C. Inform the project team that some of them will work for the vendor. D. Discuss with the team the need for longer hours to minimize the impact.

A stakeholder informs the project manager about a few compliance-related gaps and issues. The stakeholder then presents several suggestions to the project manager to address the issues. What should the project manager do?. A. Discuss the suggestions with the staff responsible for the compliance issues. B. Review this with the project sponsor to avoid compliance gaps and issues. opportunities. C. Log the feedback from the compliance gaps in the lessons learned register. D. Use the compliance issues to identify coaching and mentoring.

A project team is conducting sprint planning. Based on the estimated effort, only 95% of the items included in the sprint may be delivered. The product owner asks the project manager for advice on how to prioritize the backlog items. What should be used to prioritize the backlog items?. A. Technical complexity. B. Business value. C. Risk to delivery. D. Estimation accuracy.

A project manager is leading a hybrid project that is building an app for a travel industry startup. Due to unforeseen events, the features and the overall solution will not be useable by many customers due to new travel restrictions. What should the project manager do rst?. A. Release the team and help them achieve their potential on a new project. B. Pause the project if business value cannot be reached and collect lessons learned. C. Assess the environmental changes and recommend a pivot for the project. D. Ask the organization's management for advice regarding the project's direction.

A project being constructed in a remote rural area is nearing the end of construction. The project manager would like to share the good news with stakeholders. How should the project manager communicate with the local community?. A. Email. B. Meetings. C. Newspapers. D. Social media.

During the execution of a project, a key stakeholder complains to the project manager about recent communications. The key stakeholder explains that the relevant information from the project team was incomplete and late. As a result, the key stakeholder is beginning to disengage from the project. What should the project manager do?. A. Explain to the key stakeholder the way in which the project team communicates information. B. Update the communications management plan to fulll the key stakeholder's expectations about relevant information. C. Send relevant information to all key stakeholders simultaneously to ensure consistent communication. D. Ask the project sponsor to hold a meeting with the key stakeholder to ensure that the stakeholder is engaged in the project.

A software development project completed the initiation phase. The technical design was approved by the project steering committee. Later, it was discovered that the design will impact the company's production system. A new technical design must be found and this could delay the project by 3 months. What should the project manager do rst?. A. Set up a steering committee session to review the project delay. B. Continue with the approved design so that the project is not delayed. C. Log the technical design delay as a risk in the project risk log. D. Ask the steering committee to approve a new technical design.

During the execution of a construction project, one of the neighboring businesses is complaining that the current building height does not agree with the initial project plans. What should the project manager do rst?. A. Ask the neighbor to submit a formal complaint about their concerns. B. Inform the neighbor that the complaint will be escalated to the project sponsor. C. Inform the neighbor that all of the project documentation has been approved. D. Ask the neighbor to leave the site immediately because the site is on private property.

A project manager has received feedback from stakeholders regarding poor communication about project progress. Weekly status reports were provided to the project management oce (PMO), and the standard communications management plan was followed. What should the project manager do?. A. Create a change request for implementing an online collaboration tool. B. Distribute hard copies of status reports and conrm that messages were read. C. Perform a root cause analysis (RCA) of the existing communication approach. D. Ensure that all of the complaining stakeholders are on the distribution list.

A project team is completing a design, while another team in a different country is performing implementation. How should the project manager communicate the design to the implementation team?. A. Upload the design documents into the project repository. B. Conduct a workshop with all of the stakeholders. C. Send a detailed email with the completed design document. D. Conduct a workshop with both of the teams.

A key project team member is out on sick leave in the middle of a critical project iteration. The project sponsor learns that any delay with the endof-iteration release will displease the business stakeholders. Although all team members are cross-functional, they are also working close to full capacity. What should the project manager do to address this situation?. A. Discuss this with the team so they can complete the work of the unavailable team member and aim for the release deadline. B. Discuss this with the team so they are able to reprioritize critical tasks and aim for the release deadline. C. Discuss this with the sponsor and hold a meeting with the stakeholders so all of the team challenges can be shared. D. Discuss the issues with the sponsor to fully convey the problem of the unavailable resource and the amount of work being done.

A credit collection company is implementing new software to assist customer service agents when calling clients for payments. The software will benet the company by freeing up staff to work on other projects. Several business areas want to take advantage of this benet. What should the project manager do?. A. Set up a stakeholder session with all teams to agree and document the benets and establish ownership. B. Ask the project sponsor to make a decision on who will own the benet and document the decision. C. Ask the project sponsor for approval to distribute the project benets equally to the business areas. D. Request all of the business areas to plan for a portion of the benet equally and include it in their stang plans.

A project manager is leading a small project with a low budget and a short, tight schedule. Many of the stakeholders are within the organization and have varying levels of interest. Which approach should the project manager use with the stakeholders?. A. Provide daily reports to maximize stakeholder communication. B. Minimize communication until project completion as it will be nished quickly. C. Share all relevant project information with the stakeholders. D. Schedule one-on-one meetings with stakeholders to provide project updates.

A project manager is working on an enterprise resource planning (ERP) implementation project that spans divisions within and outside the country. The project manager understands the importance of gate reviews and periodic checks. Which of the following should the project manager leverage?. A. Project management plan. B. Governance framework. C. Integration plan. D. Project management office (PMO).

A project manager has been assigned to run an organization's rst agile project. The project team has no previous agile experience. A high-level scope has been dened, but the team is not clear as to what to work on rst. What should the project manager do to address this situation?. A. Hire an external consultancy service to help dene the project scope. B. Work with the product owner to dene the initial product backlog. C. Keep the project on hold until a detailed scope document is dened. D. Dedicate the rst three sprints with the team to dene the sprint backlog.

An agile team is brainstorming end prioritizing all of the risks according to severity. What should the teem do about the identied risks?. A. Mitigate the risks that are applicable to the current and following iterations. B. Focus on the project deliverables rather than the documented risks. C. Agree that any issue can be handled when it becomes a problem. D. Acknowledge that the risks will be handled in the corresponding iteration.

A project manager is working with the product owner and customer stakeholders on prioritizing the product backlog and planning the product delivery dates. The customer stakeholders are asking to include several deliverables as high priority. The product manager also has technical tasks that should be added as high priority. What should the project manager do?. A. Allow the customer stakeholders to dene the project priorities and set the delivery dates. B. Work with the team to estimate tasks and delivery dates, and then create a project roadmap. C. Lead the team to identity the product objectives at every delivery iteration and clarify priorities. D. Create a sprint board to allow all customer stakeholders to be aware of the task status and impediments.

A project has been successfully completed. The project was ahead of schedule, under budget, and delivered the expected benets. The project sponsor was satised and distributed recognition certicates to key project team members. However, the project sponsor accidentally forgot to issue a certicate to a key team member. How should the project manager treat the missed key team member to avoid disappointment and demotivation?. A. Invite the team member to lunch with the business leader and project sponsor. B. Thank the team member in a public meeting for their signicant contributions to the project. C. Explain the situation to the team member and follow up with a reward and recognition for them. D. Request an additional recognition certicate for the missed team member from the project sponsor.

A customized module is being implemented into an off-the-shelf enterprise resource planning (ERP) solution. The project scope has been clearly dened by the sponsor, and the project manager is close to starting user acceptance testing. However, the newly elected government introduced a signicant package of taxation reforms. What should the project manager do?. A. Contact the nance team and ask for advice. B. Put the project on hold and wait for information. C. Assess the potential impact with the project team. D. Continue with user testing as planned.

A company operates on a 2-year budgeting cycle. The project manager has been assigned a high-visibility project to deliver a brand new, innovative capability. While the requirements for the new capability are dened, the solution design is only beginning. The project manager's boss is concerned that the nal solution will exceed the budget for the project. What should the project manager do next to anticipate the budget impacts of the solution?. A. Apply earned value techniques that compare planned to actual value delivered at key points in the project. B. Develop a work breakdown structure (WBS) and perform activity-based cost estimating. C. Perform scenario planning on each of the solution designs and incorporate estimates into the next budgeting cycle. D. Consult colleagues at other companies and use historical information to predict the final cost.

As part of a company's planning effort for team capacity building, the project manager was asked to provide management with a list of required trainings for the project team. What should the project manager do?. A. Review the gaps found during project execution, prepare a list of recommended trainings, and discuss it during a team meeting. B. Review the project schedule and the team members' performance, and decide on soft skills and related trainings needed for the team. C. Review the project pipeline, identify gaps in competencies for execution, and decide on the needed trainings. D. Review the team members' latest performance, identify gaps in competencies, and decide on the needed trainings.

A project manager decided to use a highly adaptive approach to manage a large-scale project. In this project, there are many iterative tasks that utilize highly specialized experts. The project manager would like to create practical plans with high levels of buy-in from the team members. What should the project manager do next?. A. Assign critical tasks to the most experienced team members. B. Explain the higher-level objectives to be assigned to the team. C. Review the budget with the team for the needed resources. D. Review lessons learned from similar projects with the team.

In a software development project, some of the deliverables do not meet specic performance requirements. What action should the project manager take?. A. Review the issues with the project team to address the issues. B. Review the requirements traceability matrix at the next meeting. C. Report issues to key stakeholders and discuss follow up actions. D. Ensure compliance with the quality management plan.

An experienced, high-performing team has two new team members. After several iterations with the new team members, the project manager noticed that the team's performance has decreased. What should the project manager do?. A. Evaluate the two new team members. B. Replace the two new team members. C. Provide the team with a coaching session. D. Allow the teams to organize themselves.

A team is working on a project using a hybrid approach, and they are facing a lot of obstacles and blockers from some stakeholders. What should the project manager do to improve project performance?. A. Ask stakeholders to communicate with the team directly. B. Empower the team members to remove obstacles and blockers. C. Add blockers to the issue log and risk management plan. D. Address and remove obstacles and blockers for the team.