PMP Q 961-1020

During the initiation phase, a sponsor recommends that all team members should be colocated. Some of the team members need a significant amount of time to commute, and there is no office space available. What should the project manager do?. Log this as a risk, since colocating the team will require additional costs. Colocate the project team because that is what the sponsor requested. Assess the business benefits of a colocated project team. Colocate the project team because it will increase efficiency.

An organizational policy requires project managers to carry out two audits per month: one for their own project and one for another project manager's project. After a recent audit review, team members suggested that it is not fair to have their deliverables audited by a peer. What should the project manager do to avoid this situation?. Ask the organization to remind staff that audits are a requirement. Use casual meetings instead of audits. Complete the audits less frequently. Set up an audit policy in the scope management plan.

A project manager is happy to have a motivated, highly talented team working together in a cheerful atmosphere. However, many members of the team are distracted by their telephones during meetings, show up late, or interrupt one another by telling jokes. What should the project manager do first?. Incentivize the team members with a monetary punctuality reward. Speak separately to the team members causing the disruptions. Remind the team of the ground rules in the next meeting. Ask the team to discuss frustrating meeting experiences from past projects.

A new quality report was distributed to stakeholders after the sponsor approved it. A senior manager requests changing the colors and sizes of some of the graphs included in the report. What should the project manager do?. Reject the change as the report was approved previously. Incorporate the change in a future report. Ask the team to make the manager's requested changes. Advise the manager to raise a change request.

During a planning session, the development team and the product owner are arguing about the effort needed to deliver a specific feature in a software development project. The product owner says that the feature can be developed in one week, whereas the team estimates that it will take at least two weeks. After several hours of discussion, they have not reached an agreement. What should the project lead do?. Decide what should be the time estimate and proceed with the planning meeting. Educate the product owner that the project team members are the most appropriate group for assessing the effort. Ask the project team to accept the shorter estimate as it is important to keep a good relationship with the product owner. Communicate to the stakeholders that the project has to be delayed for two weeks.

There are two interdependent projects: the first project is in execution, and the second one is about to be deployed. The first project has been delayed, which is now affecting the second project due to the sharing of resources. What should the project manager do in this situation?. Ask for written commitment from the team manager assuring the deployment team can work on only one of the projects. Assess the issue with the deployment resources’ availability and define a plan to deploy extra resources to the deployment team. Organize a meeting with the deployment team and explain that, due to a resource shortage, the project will be delayed. Ask the procurement team to solicit offers from external providers in order to replace the internal resources for the deployment.

In the initial project meeting, a stakeholder presents a complaint about the validity of the project. The complaint occurs after the stakeholder discovers that the project will not deliver the objectives they expected and will have a higher cost. How should the project manager handle the complaint?. Highlight the reasons for the project cost increase and negotiate with the providers to reduce the cost. Use management skills to convince the stakeholder in agreeing to the project cost. Delay discussions with the stakeholder and request a revision of the project with the sponsors. Reinforce the importance of the project mission and the overall vision of the work to be performed.

At the beginning of a project, a project manager is asked to provide human resources (HR) with an evaluation of every team member's performance. This evaluation will be delivered at the end of the project. How should the project manager approach this request?. Establish a set of objective and measurable performance indicators for evaluating team members and share it with the team. Meet with HR at the end of the project and provide a confidential evaluation of every team member's performance. Ask the project team how they would prefer to be evaluated and use those criteria to share results with HR. Evaluate the project team members’ performance based on whether the completed project fulfills its intended objectives.

A customer asks the project manager to complete a project 10 days earlier than planned due to marketing constraints. After discussing this request with the project team, the project manager concludes that this can be achieved if a few activities can be overlapped. Which approach should the project manager take?. Fast-track the activities based on limitations and dependencies. Release the minimum viable product (MVP) earlier and enhance it in the next iteration. Review the schedule and perform resource leveling. Add subject matter experts (SMEs) to perform the project activities in parallel.

A project has come to a halt. What should the project manager do to get the project back on track?. Review the status of each blocker at the daily standup meeting. Create a Kanban board that describes each blocker. Create a radiator that places the blockers in a tabular format. Engage with the project team to understand the blockers.

A project manager regularly sends out project progress reports. However, there have been a few complaints from stakeholders who expressed that the communication does not meet their needs. What should the project manager do?. Communicate the project details to the stakeholders. Introduce a separate stakeholder engagement meeting. Analyze the communication needs of the stakeholders. Communicate progress more frequently to the stakeholders.

A project manager has been keeping track of impediments that have been discussed with the team in daily meetings. The risk register continues to grow, and only a few impediments have been mitigated. What should the project manager do?. Identify any critical impediments that may affect the project. Ask the project team to resolve the impediments. Stop development until all impediments are resolved. Discuss how to remove the impediments with the sponsor.

Two project managers are working on separate projects that have identified the same subject matter expert (SME) as critical to their projects. Project A is using a predictive approach and Project B is using an agile approach. Which project should the SME be allocated to?. The project with the less experienced project manager to improve the likelihood of success. The project with the highest score in the program to improve the likelihood of success. Project A, because project planning was based on the assumption that the SME would be available. Project B, because success in an agile project is determined by technical excellence.

During the initial stage of a project, the team estimated activities for the next iteration in story points. It was agreed that each story point would be assumed to be equal to one day of effort during project execution. There are some activities estimated as two story points and others estimated as 100 story points. What should the project manager ask the team to do next?. Negotiate the estimation so it gets smaller. Break down the larger activities into smaller ones. Resize the story points. Execute the smaller estimated activities.

Before a daily standup, a team member informed the project manager that they have accepted a job offer at another company. The team member explains that they plan to present their resignation to the functional manager. What should the project manager do next?. Contact the product owner and review the current sprint backlog. Communicate to the team members at the daily standup. Alert the functional manager about possible delivery delays. Contact the functional manager and develop a mitigation strategy.

A few stakeholders missed the session that was conducted to validate project alignment with organizational strategy and expected business value. For this reason, their inputs were not collected. This is the root cause of some conflicts in the decision-making process. What should the project manager do first to resolve this situation?. Recognize and understand the conflict. Reschedule the session. Apply risk assessment techniques. List alternative courses of action.

A software delivery project began having technical impediments. The issue may cause a delay of the deliverables. The technical service team has been working on the issue, but the issue is unresolved even after 1 week of maintenance. What should the senior project manager do now?. Send a gentle reminder to the technical service team. Use interpersonal skills to expedite the issue. Update the issue log with the status and priority. Issue a formal warning to the technical service team.

A company has undertaken a large transformation project in preparation for the changing economy. During the planning of the transformation project, the key resource from human resources (HR) refuses to approve the proposed project plan. What should the project manager do to gain an understanding of the cause for the resource's refusal?. Speak with their colleague. Communicate with their supervisor. Speak directly with the resource. Organize a team meeting.

An iteration is almost finished, but the team is struggling to complete the stories that require more time. What should the project manager do first?. Meet with the project team to develop a proper resolution to the issue. Request approval from the project sponsor to add more resources. Prepare documentation to explain the issue and communicate accordingly. Update the project artifacts to reflect the new deadlines reported.

A project manager for an application development firm is meeting with stakeholders prior to the launch of the latest release of the company's most profitable application. The stakeholder mentions the following key points: A major corporate rebrand was scheduled to occur with this launch, but the rebrand has been delayed by 3 weeks. Development processing improvements will be ready in 4 weeks. The company is preselling the updated product with a release date of next week. Which action should the project manager recommend to the sponsor?. Have the sales team reach out to customers to communicate that the product release is being delayed. Suspend the release of the product until the marketing delay has been resolved. Delay the rebranding and release the product now to address the realized improvements and meet the sales commitments. Postpone the product release until the processing improvement delay has been resolved.

A virtual team has disagreements about the client's requirements. Although the requirements are written, the language seems ambiguous for some of the team members who are working abroad. The local team members argue that the language is clear, but that there is a lack of competence from the international team members. Which two actions should the project manager take? (Choose two.). Assign projects with local clients to the local project team members. Train all project team members to recognize and discuss cultural differences. Ensure that local team members explain the requirements to the international team members. Provide training to international team members to ensure their understanding of the requirements. Address the language ambiguity in the requirements to ensure all team members understand them.

A project manager is managing a technical project that requires intensive documentation as part of the key deliverables. In a project review meeting. a key stakeholder reports that the latest documentation provided by the project manager includes a reference to unrelated products. What should the project manager do?. Assign a technical writer to the project. Develop a standard for document quality control. Ask the project management office (PMO) to support and review all deliverables. Log the issue in the risk register and the issue log.

A project manager is about to start a large-scale project with unclear requirements, a fixed deadline, and a fixed budget. The client is unable to provide a product owner, as they do not have enough capacity and they want to be involved only a few times during the project. How should the project manager plan and manage the project?. Convince the client that a product owner is needed, as the project manager is not able to run an agile project without all the relevant roles in place. Define the project’s requirements, prepare a long-term detailed plan, and manage the project according to it. Agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints. Refuse to manage the project as there is too much risk in developing this kind of project without a product owner.

A client has asked the project manager for the program status report. The project manager sends the report and then realizes that they accidentally included another manager from the client's organization on the email. What should the project manager do?. Contact the other manager and ask them to delete the email. Inform the client and their supervisor about the mistake. Wait for the client's feedback regarding the report. Resend the email to the client, excluding the other manager.

During a project's closing phase, the project manager identified that the client did not use one particular service. The client then asks the project manager to informally extend the service beyond the contract end date. The contract is clear about the expiration of the service. How should the project manager address this situation in order to close the project?. Escalate the request to the functional manager to approve the additional service hours. Issue a change request and activate the formal change control process to address the situation. Accept the client’s proposal to use the service until the additional hours are exhausted. Deny the request and include it in lessons learned documentation for the next contract renewal.

A project manager has been approached by the project sponsor about adding to the project scope. How should the project manager accommodate this request?. Disregard the request since the project scope is finalized. Adjust the project schedule to accommodate the new project scope requests. Create a change request for the change control board (CCB) to review. Update the project team about the change request.

A project manager acquired information from the market that would reduce the business value being delivered by an ongoing project. Based on that information, the project manager believes the project should be stopped. How should the project manager handle the situation?. Have a discussion with the project sponsor and cancel the project. Remove the items no longer applicable from the backlog and present the backlog to the project team. Continue working on the defined scope and review the risk matrix. Have a discussion with the sponsor and recommend the project business value be reassessed.

A project manager is executing a commercial building project. The project manager discovers that the required building permits have not been obtained. Obtaining the permits will delay the project by 1 month and will cost the project US$35,000. The fine associated with continuing to build without the permits is US$1,000 per day. What should the project manager do first?. Continue the project while trying to obtain the permit. Update the risk management plan. Review lessons learned from previous projects. Obtain the permits before continuing the build.

A project delivers every 2 weeks. The customer raises a complaint because they do not perceive business value in the products delivered even though deliveries have been completed in a timely manner. Which activity should the project manager undertake?. Change the delivery project approach. Review the risk analysis. Perform a cost-benefit analysis. Review the definition for the minimum viable product (MVP).

A project sponsor has requested that the project manager reprioritize the team's tasks to include a feature that is not part of the minimum viable product (MVP) for the project. Although the project sponsor is very keen on the feature, adding it has the potential of causing team burnout and/or delaying the release. How should the project manager address this situation?. Ensure the feature has been included in the product backlog, explain to the sponsor the consequences of the request, and ask the team to include the feature's tasks in the next iteration. Ensure the feature is included in the iteration backlog, ask the team lo work on the current tasks first, and include the new tasks after those tasks are completed. Ensure the feature has been included in the product backlog, then hold a meeting with the team and sponsor to determine how to deliver the feature within the current iteration. Ensure the feature’s tasks are included in the iteration backlog. explain to the sponsor the consequences of the request. and ask the team to deliver the feature in the current iteration.

Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts anise due to a lack of clarity on processes and the project manager's relationship with company B. What should the project manager do to resolve this conflict?. Work with the team to analyze which processes are suitable to use and define them in the ground rules. Review the historical information and make the decision based on the return on investment (ROI). Avoid the conflict as the customer feels comfortable with using processes from company A. Ask the team to use company B’s processes since they are more familiar with these processes.

A project manager has received a new request to integrate more features to a product. The team is fully allocated, and there is no budget to acquire new resources What strategy should the project manager implement to deal with this situation?. Discuss the problem with the team and decide how to do the work together. Ask the team to accelerate the iterations and avoid interruptions. Recommend that the project sponsor increases the budget to bring new resources. Verify team performance and ask for improvement during daily standup meetings.

A compliance strategy was created during the planning phase of a project. During execution, the project manager left the organization and another project manager was assigned to the team. What should the project manager do first to ensure the project is compliant?. Review the organizational process assets (OPAs) for compliance topics. Meet with the team to discuss compliance concerns. Review the compliance strategy and version history. Meet with the project sponsor to discuss their compliance concerns.

During project execution, the client requires several changes that will impact the project's duration. The project manager needs to apply fast-tracking techniques to accelerate the schedule, but the team is concerned about working overtime. What should the project manager do to motivate the team?. Negotiate with the client to reduce the changes in requirements. Crash the project schedule to ensure completion on time. Introduce team-building activities to improve team performance. Meet with the team members to review their roles and responsibilities.

A project manager has been running an agile project for 6 months and has been reporting that the project is on track every week. However, on the last week before releasing the final product, the team found a technical impediment that put the project delivery in jeopardy overnight. What should the project manager have done to prevent this situation?. Considered historical data from previous projects with similar impediments to help identify the possible solutions. Developed a risk response plan that would have provided options and strategies regarding project risk exposure. Sought and implemented alternative ways to track progress and impediments to identify potential threats. Provided technical training to the team in advance to ensure the team had high-level technical skills.

A multimillion-dollar project has started and is in the execution phase. A local regulatory authority has just announced changes to the requirements that will need to be implemented in 6 months, prior to completing the project execution phase. What should the project manager do next?. Review the new requirements with the compliance department to determine if a change request is needed. Proceed with the defined project requirements and delay implementing the new requirements. Add the new requirements to the project scope immediately since they are mandatory changes. Ignore the new requirements as the current budget and schedule do not allow for any changes.

A project sponsor has requested a trend analysis of all risks that the project has monitored over the past 12 months. What should the agile project manager do?. Extract this from the project risk register tracking tool and issues log. Refer the sponsor to the contract document. Organize a stakeholder meeting to brainstorm on general project risks. Share the annual report with the sponsor.

A construction project to build a fish hatchery is in execution. The operations group notified the project manager about a concern that might turn into a potential issue; however, the concern could not be addressed. In which project document should the project manager record the concern?. Request for information. Scope statement. Risk register. Issue log.

A hybrid project is experiencing several issues with both the agile delivery of the product as well as the predictive development of a marketing strategy. What should the project manager do to receive feedback from stakeholders located in different time zones?. Send an email to all stakeholders. Refer to the stakeholder engagement plan. Set up a conference call for all stakeholders. Refer to the communications management plan.

A project team is in the planning phase of a product migration project. The project manager schedules a meeting with the project team, telecommunications team, and the department leaders with group product accounts. The purpose of the meeting is to determine the project timeline based on how much content needs to be transferred to or created in the new system and the processing procedures and time frames. Who should the project manager also invite to the meeting?. Representative from the provisioning team. Representative from the network team. Representative from the reimbursement team. Representative from the service desk team.

A project sponsor is promoting the use of a new technology that has not yet been approved. The technology guarantees cost savings and a delivery ahead of schedule. However, the operational support at project completion is uncertain as the service organization expressed an inability to provide support without approval of the new technology. What should the project manager do to resolve the conflict?. Seek to understand the project stakeholders’ needs in an effort to support the new technology. Communicate the project’s progress to the stakeholders and promote the new technology. Maintain and adhere to project plans to ensure the project delivers successful outcomes. Acknowledge the lack of approval and focus on a resolution that will benefit the customer.

A project manager is assigned to a project. There was a lot of conflict regarding the status of the project and compliance with international regulations. During a regular meeting, the sponsor wanted to know how frequently the risks are being reviewed. Which document project manager should check first?. Risk management plan. Risk register. Issue log. Risk report.

A project manager has been hired to lead a governance consulting project that is in the initial phase. The project manager has been assigned to evaluate the supplier search activity. There are many interested candidates, including former suppliers and suppliers recommended by the sponsor. What should the project manager do in this situation?. Evaluate suppliers who have worked successfully with the company before. Request the contracting area take charge of the supplier evaluation process. Prioritize evaluation of the suppliers recommended by the sponsor. Evaluate the suppliers based on their experience and skills in similar projects.

A transportation company is developing a new tool to improve their delivery process. As project development for sprint two began, the executive steering committee made a request to include a new capability to perform a what-if analysis in the tool based on the customer demand and forecast. What should the project manager do next?. Revise the project schedule and budget based on the additional scope, and review with the team. Include the new capability to the product backlog and continue activities based on the current plan. Perform an impact analysis on the schedule and budget based on the additional scope. Analyze and negotiate with the executive steering committee regarding this new request.

A company initiated a project to introduce a new product to the market. The product must undergo the industry’s regulatory process prior to approval and launch. However, the company sees a great demand for this product and wants it to launch as soon as possible. What should the project manager do to realize this opportunity?. Communicate with the industry’s regulatory authority to grant the company an exception. Hire a third party who is an expert on the industry's regulations to work out the details. Escalate the issue to the company’s CEO who has experience with the regulations. Comply with the regulatory requirements and work to compress the project schedule.

Product implementation portions of a project are nearing completion. The project manager schedules a series of meetings to meet with the marketing management team. During the meeting, the marketing manager tells the project manager that some key members of the department will not be available to work on the implementation for the next 3 months. What should the project manager do?. Shift those key members and assign them to another project. Cancel the meeting series until the marketing team provides a solution. Consult the project team and discuss the key team members’ availability. Consult the resource management plan and escalate to the sponsor.

At a daily standup on the second day of the sprint, the product owner asks one of the developers to add more functionality to a product backlog item that was committed to in the sprint planning. The product owner explains that the change is based on a discussion they had with a user, is critical, and should be delivered in the next release. What should the project manager do?. Ask the product owner to provide more details in the standup. Organize a workshop after the standup to assess the impact. Prepare a budget change request for additional resources. Create a new product backlog item for the next sprint planning.

A product owner is trying to understand how many of the user stones have been completed within a 2-week sprint. How should the project manager approach this situation?. Use retrospectives to deliver the finished products. Invite the product owner to regular standup meetings. Have a face-to-face conversation with the product owner. Share the burndown chart with the product owner.

A project manager is part of a cross-functional agile team. Throughout the project, it has become obvious that team members from different functional units have different perspectives of what the outcome should be. What should the project manager do to resolve this?. Check to ensure the project outcome aligns with the project charter and statement of work (SOW). Invite the project sponsor to the sprint review to provide clarity on the sprint outcome. Ask the product owner to address the concerns about the project outcome during the sprint retrospective. Schedule a meeting with the stakeholders to determine a consensus regarding the outcome.

A project presently in the testing stage is nearing the closing phase, which will transition the completed project to the company's operations support team. However, many new members have just been added to the operations support team who are not familiar with the project and the project's acceptance is now at risk. What should the project manager do to mitigate this transition risk?. Request the steering committee to reevaluate the feasibility of transitioning and closing the project given the personnel changes on the operations support team. Request the steering committee to train only the selected operations team members who are familiar with the project and then train the new team members separately. Request the steering committee to exclude the new team members during the transition and train the new members after the planned transition is completed. Request the steering committee to authorize an early project deployment (i.e., a “beta” transition release) and engage the operations support team in the early release.

A project manager is working on a project to scale an operation globally. This endeavor required multiple interviews with various stakeholders. During the user story creation phase, the product owner met with multiple stakeholders who had different opinions about the requirements. How should the project manager address this situation?. Ask the product owner to create the backlog. Use a voting system for stakeholders. Perform a stakeholder identification analysis. Limit the participation from stakeholders.

A project manager learns that the performance of a high-performing project team member is deteriorating. This team member is a key member of the project. Which action should the project manager take to motivate and enhance the project team member's performance?. Assign the project team member to more challenging tasks. Recognize the project team member in a leadership forum. Mentor the project team member by providing step-by-step guidance. Discuss the issue with the team member and work on an agreed option.

A project is being planned to deliver a proof of concept to evaluate technology compatibilities. The business and project stakeholders are having difficulty agreeing on what should be included in the final product. What should the project manager do?. Include all stakeholders in the creation of the project charter. Determine a clear distinction between business and technology benefits. Include the technology suppliers in the creation of the business case. Determine the root cause of their inability to determine the project scope.

Some project teams are voicing frustration because of conflicting priorities between agile and predictive work in a complex project. Which leadership style would effectively promote collaboration across the project teams?. Directive leadership. Servant leadership. Delegative leadership. Leadership by example.

A customer asks the project manager about opportunities to create business value. What should the project manager do first in order to provide the customer with an appropriate response?. Meet with the sponsor to review the business case. Examine the business value throughout the project. Meet with the product owner to review the backlog. Ask the team to organize a spike to identify more value.

An agile project team is creating an enterprise workflow system for a company. One of the project team members, who is the system design architect, keeps receiving telephone calls from the users who are asking questions about the system. The calls are impacting the architect’s daily work schedule. What should the project manager do?. Ask the users to send emails instead of calling so that the system architect can reply when they are available. Ask the system architect to write up a self-help manual so that the users can resolve the questions by themselves. Revise the backlog and assign stories to another team member to reduce the architect’s workload. Include user training materials as part of the project deliverables so that users can receive self-help.

A project manager has recently taken over a project and notices that a client team member often halts progress due to a lack of understanding of some project elements. The former project manager gave the new project manager a complete list of people to communicate with, and this client team member is not on it. What should the project manager do?. Submit a change request to cover extra hours associated with project meetings. Update the communications matrix to ensure that client team member is included. Speak with the client team member about the continuous delays during project meetings. Increase the project meeting frequency and duration to allow for the extra work required.

A new project manager is assigned to an ongoing agile innovation project that started 2 weeks ago. After reviewing the project, the new project manager discovered that the previous project manager was planning to use a predictive approach. The previous project manager planned to present the first major deliverable to the client when the project was completely finished in 8 months. What should the new project manager do?. Use a hybrid approach in which agile practices are used but the value is provided to the client at the end of the project. Continue working with the predictive approach to deliver the value at the end of the project. Submit a change request to the project board to adjust the delivery date to 2 months earlier than planned. Meet with the team to review the backlog and create small iterations that can deliver incremental value to the client.

An organization is using a hybrid delivery approach for a complex project. In the iteration review, a senior manager is asking for a complete redesign of the functionality presented. This may require a significant change in the technical architecture and an additional release. What should the project lead do first?. Discuss with the solution architect. Discuss with the product owner. Discuss with the technical lead. Discuss with the development team.

An agile project is approaching its first release date, and the product will be supported by the operations team. To ensure proper support for the product, what should the project manager do?. Engage an external consultancy to assemble supporting documents and coordinate the knowledge transfer. Propose a workshop with the operations team to outline all requirements of the new software and how to properly support it. Ensure the operations team has representation in the planning and review meetings and that there are support requirements in the backlog. Create and prioritize a support manual on the product backlog to ensure adequate knowledge transfer.