Exam Questions 2 Flashcards
Question
A project manager is working on a project charter and discovers that two key stakeholders are transferring to other departments and replacements have not been identified yet.
What should the project manager do next?
A.Put the project on hold until the replacements are identified.
B.Involve senior management to resolve the challenge.
C.Obtain support from the project sponsor to continue the project.
D.Perform an impact analysis of the possible delays.
Solution: D. Perform an impact analysis of the possible delays.
The project manager should perform an impact analysis of the possible delays. This will help them understand the potential impact of the stakeholders leaving and identify any risks associated with the changes. Based on the impact analysis, the project manager can determine the best course of action and communicate the findings to the appropriate parties.
The other options are incorrect.
Putting the project on hold or obtaining support from the project sponsor to continue the project may not be necessary or feasible and could cause delays and impact the project.
Involving senior management should only be done after performing an impact analysis to ensure that senior management is aware of the potential risks and impacts.
This question and rationale were developed in reference to:
Process Groups: A Practice Guide (2022) PMI /// [INPUTS AND OUTPUTS]
| Project Managers Portable HandBook, 3rd Ed (No Date) //7/281 [Item 7.1.5 Sequence of Planning Actions]
Question
A project manager has been assigned to a new, multimillion-dollar project that is similar to a project the company executed three years ago. What should the project manager do to create a reliable cost estimate?
A.Identify the critical parameters and generate an estimate based on the variation of the parameters.
B.Take the original estimate and multiply it by a factor determined by the company’s standard for every year.
C.Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
D.Use a commodity exchange for material cost and labor rates for the cost variation and compute a new estimate.
Solution: C. Use the actual cost of the previous project as a reference and compute an estimated cost for each task and roll up.
Using the actual cost of the previous project as a reference is the best choice as a bottom-up estimating method and is the most reliable. Bottom-up estimating is generally more accurate because it starts at the bottom with the detailed costs of all specific components of each work activity and progressively forms the sum of all costs used in estimating the overall project budget. Bottom-up estimating would be the logical step after a project deliverable has been broken into its smallest components or work activities and detailed information has been gathered regarding the requirements of each work activity. Further, as there is historical data available the reliability increases multi-fold.
The other options are incorrect because they are less accurate than bottom-up estimating.
Generating an estimate based on the variation of the parameters or using a commodity exchange for cost variations are parametric estimating methods and even though they can be relatively better compared to analogous estimating, they do not provide reliable estimates.
Taking the original estimate and multiplying it by a factor determined by the company’s standard for every year will be inaccurate if similar projects are not truly comparable to the new project or if the costs of similar projects have changed significantly over time.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //9/ [Item Title: Mastering Project Time Management, Cost Control, and Quality Management: Proven Methods for Controlling the Three Elements that Define Project Deliverables, Part II - Project cost management, Chapter 9 - Estimate project costs, Topic: Top-down and Bottom-up estimating]
| PMBOK Guide Sixth Edition (2018) PMI/PMI/7.2/ [Item Estimate cost.]
Question
A project team realizes that the product’s architecture will not support the growing number of users.
What should the project manager do?
A.Assign a team member to execute performance testing and ensure the product’s performance is acceptable.
B.Hire external experts to assess the product architecture and come up with a resolution plan.
C.Engage with the product owner on the new development and prioritize the solution on the product backlog.
D.Negotiate with the stakeholders to slow down product development until a viable solution is available.
Solution: C. Engage with the product owner on the new development and prioritize the solution on the product backlog.
The first step for the project manager will be to share this vital information with the product owner, so that business stakeholders may be invited to share their thoughts and value considerations made, then the product backlog can be reprioritized to reflect this. This sequence allows for company, team, and business stakeholder concerns to be adequately addressed.
The other answer choices are incorrect. Performance testing happens concurrently during development or at the end of the iteration/release and will not solve the identified gap but only highlight it down the road. Hiring external experts may be premature and may not be approved/available in the budget. Negotiating with the stakeholders to slow down product development until a viable solution is available may not be the best option for the company.
This question and rationale were developed in reference to:
PMBOK Guide 7th Edition (page 76 , 185, retrospectives page 127, 180)
| The Agile Practice Guide (No Date) PMI/PMI/Anex A1/ [Item Section 8 Project Quality Management]
Question
Halfway through implementation, the project co-sponsor, who is contributing a significant amount of capital to the project, informs the project team of an additional feature to the project deliverable.
What should the project manager do?
A.Assess the impact of the new requirement and update the risk register.
B.Complete the current project as planned and update it later with the new requirements.
C.Collect the co-sponsor’s requirements and perform the integrated change control process.
D.Convince the co-sponsor to maintain the current scope and complete the project as planned.
Solution: C. Collect the co-sponsor’s requirements and perform the integrated change control process.
The co-sponsor is a key stakeholder in the project and their requirements should be prioritized. The project manager should collect the requirements and perform the integrated change control process.
The other answer choices are incorrect. Updating the risk register happens after the change has been approved; completing the current project without the client’s approval or convincing the client that their requirements are not worthwhile negatively impacts project success.
This question and rationale were developed in reference to:
Effective Project Management, 8th Edition (No Date) /Robert K. Wysock
The Standard for Project Management (2021) /// [3.12 ENABLE CHANGE TO ACHIEVE THE ENVISIONED FUTURE STATE]
Question
An agile project team has not completed the tasks within the current iteration. During a meeting, the project sponsor gives the team a final date for task completion.
How should the project manager proceed?
A.Request that a functional manager becomes a team lead to ensure processes are followed.
B.Appoint a team leader to take responsibility for the team’s iteration planning and completion.
C.Advise the project sponsor that the team is responsible for managing work within iterations.
D.Advise the team to comply with the new schedule provided by the project sponsor.
Solution: C. Advise the project sponsor that the team is responsible for managing work within iterations.
Advising the project sponsor that the team is responsible for managing work within iterations is correct because, when taking an agile approach, the team takes responsibility for its work and process.
Requesting that a functional manager become a team lead is incorrect. With agile, a cross-functional team is empowered to make decisions and the scrum master facilitates. A functional manager becoming a team lead does not come into play.
Appointing a team leader to take responsibility for the team’s iteration planning is incorrect. With agile, the concept of team lead does not come into play and iteration planning is the responsibility of the scrum team.
Advising the team to comply with the new schedule provided by the project sponsor is incorrect. Agile teams complete planning based on the prioritized backlog and story sizing estimate. Based on the team’s velocity and available capacity the team will decide how many stories they can take up and will not go by the schedule provided by the sponsor.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//11/Define Boundaries
| O’Reilly Platform (No Date) //Create Your Successful Agile Project by Johanna Rothman Published by Pragmatic Bookshelf, 2017/Chapter Four
Question
During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project.
What should the project manager do?
A.Negotiate with the project sponsor to retain the SME on the project.
B.Ensure there is sufficient knowledge transfer between the SME and their replacement.
C.Indicate to the new SME that the project knowledge base has all needed information.
D.Meet with the project sponsor to explain the conflicts among the project team.
Solution: B. Ensure there is sufficient knowledge transfer between the SME and their replacement
The project manager should ensure sufficient knowledge transfer between the SME and their replacement. Knowledge transfer is required when there is a change of SMEs. The question explains that the SME is being replaced, so the best option in this situation would be to ensure sufficient knowledge transfer between the original SME and the replacement.
The other answer choices are incorrect. Relying only on a knowledge base might not be sufficient to transfer all the SME’s project knowledge; meeting with the project sponsor may not always be the right option as it depends on the sponsor’s reason for replacement. Regardless of the reason for replacement, the project manager should ensure sufficient knowledge transfer between the two team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/2.5/70
| Project Managers Portable HandBook, 3rd Ed (No Date) //4/130 [Item 4.2.6]
Question
A customer reviewed a product and requested additional features that were not in the requirements documentation. The work-in-progress (WIP) limits have already been optimized for the teams working on different work components.
How should the project manager begin to resolve the customer requirements?
A.Build the product according to the previously agreed customer requirements.
B.Discuss the feasibility and impact of the new features with the product owner.
C.Breakdown work on additional features with existing component teams.
D.Release increments of the additional features for customer validation.
Solution: B. Discuss the feasibility and impact of the new features with the product owner.
The product owner is responsible for maximizing the product’s value and is accountable for the end product. The project manager should discuss the feasibility and the impact of the new features with the product owner and work with them to manage expectations around adding scope, the implications to the budget, and the availability of project team members. As a result, new work can be thoroughly assessed, prioritized, and added to the product backlog as necessary.
The other answer choices are incorrect.
Building according to the previously agreed upon customer requirements ignores the customer’s request and does not align with agile practices.
The project manager should not begin breaking work down or releasing increments of the additional features for customer validation without discussing the changes with the project sponsor.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//6/112 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/6/86 [Item]
PMBOK Guide Seventh Edition (2022) /// [2.5.7 MONITORING NEW WORK AND CHANGES]
Question
During a one-year project, a team delivered everything as requested and defined by the product owner and met all of the sprint goals. The project was on track regarding schedule, scope, and budget. A few months after the project release, the product satisfaction surveys show that the customer’s level of satisfaction is surprisingly low.
What should the project manager do to prevent this situation in the future?
A.Hold a kick-off meeting at the beginning of the project.
B.Improve application of test automation techniques.
C.Increase project management office (PMO) involvement.
D.Conduct periodic reviews with customer involvement.
Solution: D. Conduct periodic reviews with customer involvement
The project manager should conduct periodic reviews with the customer. During the whole project, there was no real user involvement and input on the product being created. Although the team was performing well, they were not creating the ‘right’ product to satisfy customers.
The other answer choices are incorrect. Holding a kick-off meeting at beginning of project is not sufficient; and increasing PMO involvement and test automation do not address customer satisfaction issue.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//21/ [Item]
Question
A project manager is leading a new implementation project with a global project team. As team members are in different geographical locations and time zones, the project manager has to decide on the most effective team engagement strategy.
What is the first action the project manager should take?
A.Develop a communications management plan.
B.Set up daily conference calls to track work.
C.Ask all team members to utilize an online task board.
D.Ask team members to align their work schedules.
Solution: A. Develop a communications management plan.
As the team members are in different geographical locations and time zones, it is very important that the project manager develops an effective engagement strategy first. As a result, a review of team communication requirements is needed. This is done in the communication management plan.
The other answer choices are incorrect. Setting up daily conference calls or asking the team members to align their work schedules may not be possible as the team is geographically distributed. Online task boards may provide updates on the tasks, but primarily, there is always a need for engaging with stakeholders to keep the communication happening between team members.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/Ten/367 [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/46 [Item]
Question
A product development project has run into design issues. As a result, the team has decided to change the approach of the product design phase from a predictive to an iterative approach.
What should the project manager do to ensure a smooth transition between approaches?
A.Schedule a workshop with the team to plan the upcoming iterations.
B.Work with the team to establish a team site and product artifacts.
C.Meet with the product manager to analyze upcoming user stories.
D.Work with the product manager to define the number of iterations.
Solution: A. Schedule a workshop with the team to plan the upcoming iterations.
It is very important that the team understands the advantages of moving to an iterative approach from the existing predictive approach. Scheduling a workshop with the team to plan the upcoming iterations is the best way to ensure a smooth transition between approaches.
All other options do not help with the transition between approaches. The activities are appropriate but not at this time of transition.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //11/166 [Item Book: Choose your WoW]
| The Agile Practice Guide (No Date) PMI/PMI/5/58 [Item Table 5.1]
Question
One day before starting a task, the technical lead proposed a new implementation approach that could reduce the schedule by one week. However, if the approach does not work, the task will be delayed by three days.
What should the project manager do next?
A.Initiate a change request to reduce the schedule by one week.
B.Tell the technical lead that the new approach is not feasible.
C.Refer to the network diagram to determine the float for this task.
D.Communicate the possible three-day delay to the sponsor.
Solution: C. Refer to the network diagram to determine the float for this task.
The project manager should refer to the network diagram to determine the float for this task. This allows the project manager to assess the flexibility in the schedule and make an informed decision. Float is the amount of time that a task can be delayed without delaying the entire project. By determining the float for this task, the project manager can determine if there is enough time to test the new implementation approach without delaying the project. If there is enough float, the project manager can allow the technical lead to proceed with the new approach.
The other options are incorrect.
Initiating a change request to reduce the schedule is premature and assumes that the new implementation approach is feasible and beneficial.
Communicating the possible three-day delay to the sponsor or telling the technical lead that the new approach is not feasible are not the best options because the project manager needs to determine if there is enough float to test the new implementation approach without delaying the project.
This question and rationale were developed in reference to:
PMBOK Guide – Seventh Edition (2021) PMI /// [2.7.2 WHAT TO MEASURE]
Mastering Project Time Management, Cost Control, and Quality Management (No Date) Randal Wilson//Project Activity Sequencing/ [Item Float/slack calculation]
Question
The project teams are having difficulties coordinating their tasks due to several constraints and dependencies. The project management office (PMO) suggests a monthly project report be distributed to stakeholders. However, the customer is concerned about not knowing the progress and what is holding up the project.
What three solutions can the project manager use to resolve this situation? (Choose three)
A.Add a daily meeting to review project status and impediments.
B.Share missing performance information in the monthly status meeting.
C.Add a daily or weekly project status report that includes dependencies.
D.Adapt a project status report to include missing information.
E.Ask vendors to provide a monthly status report for the customer.
Solution: A, C, and D.
A. Add a daily meeting to review project status and impediments.
C. Add a daily or weekly project status report that includes dependencies.
D. Adapt a project status report to include missing information.
These are the three best choices because with this information the customer will have visibility on the project progress and what are the blockers holding the progress. Customers should not wait for a month to receive updates, it will be better to have more frequent communications with customers and team, as well as adapting the standard PMO report to the requirements of the current stakeholders.
The other options do not directly address the need for more frequent and detailed communication to keep the customer informed about the project’s progress and issues.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.5 PROJECT WORK PERFORMANCE DOMAIN]
| Project Management: A Systems Approach to Planning, Scheduling, and Controlling (No Date) Harold Kerzner//6/ [Item]
Question
During a weekly team meeting, the project manager reviewed task progress and found that a senior team member did not follow the plan. They performed tasks by personal preference, without communicating with the project manager. The senior team member is an expert and a critical resource for the project.
How should the project manager address this?
A.Discuss this with the resource personally, then update the resource management plan if necessary.
B.Discuss this with the functional manager, then update the resource management plan if necessary.
C.Discuss this with the functional manager, then update the team charter if necessary.
D.Discuss this with the resource personally, then update the team charter if necessary.
Solution: D. Discuss this with the resource personally, then update the team charter if necessary
To solve this issue, the first thing the project manager should do is talk to the resource instead of the functional manager to understand the reason and try to solve the problem before escalating.
If the senior team member has a suggestion that is a better option for the project, then update the team charter if required. A team charter is a document that establishes team values, agreements, and operating guidelines.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI/9.1.3.2/319 [Item]
| The AMA Handbook of Project Management, Third Edition (2011) Paul C. Dinsmore and Jeannette Cabanis-Brewin/AMACOM/17 Models for project management/ [Item]
Question
A new project manager is assigned to an ongoing agile project. The project is now starting its second 4-week iteration cycle. The project manager finds there are significant differences of opinion within the project team, leading to major setbacks for the project.
What should the project manager do in order to help overcome differences and bring the project back on track?
A.Promote conversation among team members in upcoming review meetings to help solve the problem.
B.Schedule a team out activity to allow people to know each other better and feel comfortable talking.
C.Allow the team to self-organize before the next iteration to solve the problem.
D.Reach out to their functional managers so they can talk to the team members and solve the problem.
Solution: A. Promote conversation among team members in upcoming review meetings to help solve the problem
Conflict is an inevitable consequence of team interaction. The project manager should take a proactive approach to resolve this conflict. Servant leaders promote collaboration and conversation within the team and between teams.
The other answer choices are incorrect because they do not fully address the problem and suggest a project manager is not proactively involved in conflict resolution and promoting cohesion. The project manager needs to ensure that they work with the team to promote understanding, facilitate conflict resolution, and address the issues to address the project setbacks.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //Fostering Collaboration/Fostering a Team-Oriented Culture at John Hancock [Item]
| The Agile Practice Guide (No Date) PMI/PMI/4/35 [Item 4.2.1.1 SERVANT LEADERS FACILITATE]
Question
A project manager has been assigned to a new project with multiple high-level stakeholders. Each stakeholder has provided their expectations for the project, and the project manager realizes some expectations conflict.
What should the project manager do?
A.Facilitate a meeting to address and resolve conflicting expectations.
B.Prioritize the expectations of stakeholders with the highest authority.
C.Update the stakeholder register with the stakeholders’ expectations.
D.Create a project hierarchy to manage the stakeholders’ expectations.
Solution: A. Facilitate a meeting to address and resolve conflicting expectations.
How conflict is handled can either lead to more conflict or to better decision making and stronger solutions. When there is conflict over priorities, neutral facilitation helps more than detailed recommendations. The project manager should work collaboratively with stakeholders to discuss their requirements, manage expectations, resolve issues, problem solve, and make decisions.
The other options are incorrect.
Prioritizing the expectations of stakeholders with the highest level of authority is not the best option at this stage. The project manager should seek to understand and resolve the conflict first. Prioritizing based on relative authority may ultimately be the solution, but ignoring the conflicting expectations can lead to future confusion, dissension, conflict, or misunderstandings. Further, prioritization may not solve the issue because the conflict may be between stakeholders with the same level of authority.
Updating the stakeholder register or creating a project hierarchy does not resolve the conflicting expectations and conflict over priorities.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //3/ [Item Project Management Essentials, 2nd Edition
Kathryn Wells and Timothy J. Kloppenborg]
PMBOK Guide Seventh Edition (2022) ///[3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS] [3.6 DEMONSTRATE LEADERSHIP BEHAVIORS]
Question
Discussions during weekly project team meetings are frequently dominated by a senior team member who has a tendency to talk over other team members and openly criticize their point of view. This is causing demoralization of the other team members and resulting in lack of engagement during the meetings.
What should the project manager do to address this issue?
A.Remove the senior team member from the weekly meeting.
B.Organize a team-building activity that encourages finding solutions together.
C.Enforce the existing ground rules for team behavior.
D.Escalate the behavior of the senior team member to the functional manager.
Solution: C. Enforce the existing ground rules for team behavior.
Ground rules, if they exist, are not being followed during the team meetings resulting in the problems described in the stem. The project manager must therefore act to establish them and ensure they are adhered to.
This question and rationale were developed in reference to:
Essential Scrum: A Practical Guide to the Most Popular Agile Process (No Date) Kenneth S. Rubin//22/ [Item People must feel it is safe to express their opinions without fear of retribution. Teams should have established ground rules, or a working agreement, which make it clear that expressing opinions and airing dirty laundry are safe things to do. It is helpful for the ground rules to make clear that the focus is on the organizational system and process, not the individuals, thus making it safe to explore what went wrong.]
| Managing Cultural Differences: Global Leadership Strategies for the 21st (0-Jan-00) Phillip R Harris, Robert T Moran, Sarah V Moran//8/244 (Kindle) [Item “Improving performance through team culture”]
Question
A project manager notices that team members are not interacting with each other and believes that the lack of interaction is negatively impacting project performance. The project manager attempts to increase team interaction by hosting an after-work event, but only a few team members attend.
What should the project manager do?
A.Send a team survey to collect ideas for after-work activities from team members.
B.Continue to invite team members to events and improve morale incrementally.
C.Provide periodic incentives and bonuses to the highest-performing team members.
D.Confidentially poll the team to identify the root cause of the lack of interaction.
Solution: D. Confidentially poll the team to identify the root cause of the lack of interaction.
The project manager should confidentially poll the team to identify the cause of the lack of interaction in order to gather honest input on the core issues and discrepancies. This will help the project manager understand the root cause of the issue and take appropriate action to address it. By ensuring confidentiality, team members will feel more comfortable sharing their thoughts and concerns, which can help the project manager identify the root cause of the lack of interaction and take appropriate action to address it.
The other options are not as effective in addressing the root cause of the lack of interaction.
Sending a team survey to collect ideas for after-work activities and continuing to invite team members to events ignore the underlying issues causing the lack of interaction.
Providing incentives and bonuses does not address the root cause of the lack of interaction and may create resentment and increase the lack of interaction between team members.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Optimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//22/300 [Item continually invest in team members ]
Developing Strengths-Based Project Teams (No Date) /Martha Buelt and Connie Plowman/6/Project team members individual strengths-based development [Item]
Question
A project manager is managing several interconnected projects. Some of these projects rely on specific deliverables from other projects. To avoid bottlenecks and facilitate project success, the project manager must assess the consolidated project plans for dependencies.
What is the most appropriate action for the project manager to take in this situation?
A.Identify and document all inter-project dependencies.
B.Adjust project timelines to remove dependencies.
C.Eliminate all potential inter-project dependencies.
D.Ensure that all projects can proceed independently.
Solution: A. Identify and document all inter-project dependencies.
It is important that the project manager identifies all inter-project dependencies. Identifying and documenting these inter-project dependencies ensures a clear understanding of which deliverables impact other projects, facilitates effective planning and inter-project communication, and ensures that dependency-related risks are identified and planned for.
The other answer choices are incorrect because they are not effective ways of handling inter-project dependencies.
Adjusting timelines is not an appropriate response because there is no guarantee that adjusting the timeline is feasible or would positively impact inter-project dependency.
Eliminating all potential inter-project dependencies is incorrect because it may not be achievable or practical in this situation.
It may not be possible to ensure that all projects can proceed independently and that course of action may negatively impact the project.
This question and rationale were developed in reference to:
Choose Your WoW! A Disciplined Agile Delivery Handbook for Opitimizing Your Way of Working (January 2019) Scott W Ambler and Mark Lines//7/117 [Item]
PMBOK Guide Seventh Edition (2022) ///[2.4.2 PLANNING VARIABLES] [2.6.2 DELIVERABLES ]
Question
A project is underway with team members from two different countries and there are complaints from both sides. The team members from Country A believe that team members from Country B are too slow to respond and often have scheduled days off. The team members from Country B believe in a good work/life balance and think more consideration is needed before making decisions.
What should the project manager do?
A.Reevaluate the team charter with team members.
B.Revisit the communications management plan.
C.Remind team members to consider cultural differences.
D.Investigate the root cause of misunderstandings.
Solution: A. Reevaluate the team charter with team members.
The project team charter records the project team values, agreements, and operating guidelines, and establishes clear expectations regarding acceptable behavior by project team members. By revisiting and possibly revising the charter, the project manager can work with the team to clarify expectations and address issues related to work/life balance and decision-making processes. Meeting with the team to reevaluate the team charter is the most comprehensive and effective way to address the issue.
Revisiting the communications management plan may not be necessary as it may not be the cause of the issue.
Investigating the root cause of the misunderstandings and reminding team members to consider cultural differences are both important and can be considered when reevaluating the team charter. On their own, these options might not directly address the underlying issues or provide a clear framework for resolving them.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) /// [2.2 TEAM PERFORMANCE DOMAIN]
Question
A project manager is in the execution phase of a project. A newly identified stakeholder continuously bypasses the project manager to get feedback from the project sponsor directly, thus escalating pressure and frustration for all members of the team.
What should the project manager do next?
A.Call a project meeting of all stakeholders to discuss the matter and develop a suitable action plan.
B.Email the communications management plan to the stakeholder and point out that they agreed to the plan.
C.Meet the project sponsor and confirm that the project manager must be the single point of contact.
D.Meet with the stakeholder to understand their needs and update the communication management plan.
Solution: D. Meet with the stakeholder to understand their needs and update the communication management plan.
An abundance of ad hoc communication requests may indicate that the communication planning does not meet stakeholder needs. The stakeholder’s actions are causing frustration, so further stakeholder engagement is necessary to ensure stakeholder information requirements are met. Meeting with the newly identified stakeholder can help the project team effectively respond to changing circumstances and create shared understanding and alignment.
The other options are incorrect because they do not directly address or resolve the issue at hand. Meeting with the stakeholders or calling a project meeting does not directly address the issue and may not be feasible. Confirming that the project manager must be the single point of contact is incorrect because it may not be necessary. The issue was introduced with the addition of a newly identified stakeholder, indicating that they are not familiar with the communications management plan. This may also mean that the team did not update the communications management plan once the new stakeholder was identified.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) ///[2.5.4 PROJECT COMMUNICATIONS AND ENGAGEMENT] [3.3 EFFECTIVELY ENGAGE WITH STAKEHOLDERS]
| Project management : A Systems Approach to Planning, Scheduling, and Controlling (2009) Harold Kerzner/John Wiley/10/480 [Item]
Question
A risk was identified at the beginning of an agile project and a mitigation plan was established. The risk event occurs but the impact is much higher than anticipated and the originally planned response will be ineffective. The project team developed a more effective response, but it is drastically different from the original mitigation plan and must be implemented as soon as possible.
What should the project manager do?
A.Implement only the initial response as outlined in the risk management plan.
B.Update the risk management plan and implement the newly created response.
C.Defer risk response until the next progress meeting to inform stakeholders.
D.Implement a contingency response and inform the stakeholders afterward.
Solution: B. Update the risk management plan and implement the newly created response.
It is in the project’s best interest to act quickly to mitigate the risk effectively and update the risk management plan accordingly. In agile project management, it’s important to be adaptive and flexible. When a risk event’s impact is much higher than anticipated, the agile approach is to adapt and modify the risk management plan accordingly. Updating the risk management plan will ensure that stakeholders are aware of the changes and the reasoning behind them.
The other answer choices are incorrect.
Implementing the original response will be ineffective due to the increased impact.
Deferring the risk response can lead to further complications and project delays.
Implementing a contingency response without stakeholder awareness can lead to confusion and mistrust.
This question and rationale were developed in reference to:
PMBOK Guide Seventh Edition (2022) PMI /// [2.8 UNCERTAINTY PERFORMANCE DOMAIN]
Agile Practice Guide (2017) PMI [2.4 UNCERTAINTY, RISK, AND LICE CYCLE SELECTION]
Question
The first iteration of an agile project consists of a minimum viable product (MVP) that is now successfully completed. The team members are eager to hand the product over to the customer.
How should the product be confirmed as ready for customer use?
A.The scrum master determines that all requirements are satisfied.
B.The project team agrees the MVP meets the definition of done (DoD).
C.The senior manager and customer approve and accept the product.
D.The product owner decides that the MVP passes all required quality tests.
Solution: B. The team agrees the product increment meets the definition of done (DoD).
The definition of done (DoD) is a checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. In an agile context, the decision of when an MVP meets the DoD and can be released to the customer is typically made by the agile team. The team works together to ensure that the MVP meets the DoD and is ready for release to the customer. This decision is based on the team’s assessment of whether the MVP meets the acceptance criteria and is of sufficient quality to be released. This helps to prevent misunderstandings and ensures that everyone is working towards the same goal.
The other options are incorrect.
The scrum master determining that all requirements are satisfied is important, but the decision is ultimately based on the assessment of the entire team.
The senior manager and customer approving and accepting the product is not a direct indicator of whether the product is ready for customer use.
The product owner’s agreement that the MVP passed quality testing is important, but quality testing is only one part of a broader range of criteria and the entire project team should be involved.
This question and rationale were developed in reference to:
O’Reilly Platform (No Date) //4/ [Item https://learning.oreilly.com/library/view/project-management-jumpstart/9781119472223/c04.xhtml]
| The Agile Practice Guide (No Date) PMI/PMI/Glossary/151 [Item A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.]
Question
During sign-off for a strategic project that resulted in additional costs, a project manager was unable to justify the additional expense in relation to the business value realized with the successful implementation. What should the project manager have done to avoid this situation?
A.Presented an evaluation of the potential benefits identified in the initial business case as enough to justify additional expense costs.
B.Measured and tracked the project benefits identified in the business case throughout the project life cycle.
C.Performed a reassessment of the current state of the organization after project implementation to show the benefits realized.
D.Shared nonfinancial or intangible benefits such as customer satisfaction and good reputation as indicators for showing the value realized.
Solution: B. Measured and tracked the project benefits identified in the business case throughout the project life cycle.
It is not enough to evaluate the potential benefits of the project in the business case in the beginning; you have to measure and track the benefits throughout the life cycle. The PMO can chart the benefits realization management (BRM) process, provide benefit mapping templates, and educate project teams as well.
The other answer choices are incorrect. The scenarios are evolving; there is an initial benefit plan, but as the project evolves, unforeseen changes will be revealed by measuring and tracking the benefits identified in the business case throughout the project life cycle.
This question and rationale were developed in reference to:
PMBOK Guide Sixth Edition (2018) PMI/PMI//29 [Item]
| The DNA of Strategy Execution (No Date) Jack Duggal/// [Item]
Question
A project manager has just taken over an ongoing project. The previous project manager resigned from the organization. During a review of the project documentation, the project manager realizes there are major deviations in the procurement process used by the previous project manager to engage service providers currently working on the project.
What should the project manager do next?
A.Call the previous project manager to understand the rationale for the abnormal procurement process.
B.Contact the service providers to discuss the deviation and demand that they resolve the issue.
C.Report the service providers and the previous project manager to the ethics committee of the organization.
D.Flag the abnormal procurement process as a critical issue for the attention of senior management.
Solution: D. Flag the abnormal procurement process as a critical issue for the attention of senior management.
The project manager should bring this issue to the attention of senior management because there are major process deviations that could have significant impacts. Organizations usually have rigorous policies and procedures associated with procurements. The discrepancy could have serious legal or regulatory consequences that must be addressed immediately. Before taking action the project manager should first notify senior management and allow them to determine an appropriate course of action.
Calling the previous project manager is not the best option because it does not address the core issue. Understanding the reasoning may be helpful, but the previous project manager no longer works for the organization and it may not be appropriate to contact them. Further, the previous project manager should have documented changes or deviations from the procurement management plan.
Contacting the service provider may be helpful, but it does not resolve the issue and could potentially disrupt progress or negatively impact the business relationship.
Reporting the service provider and previous project manager to the ethics committee is not appropriate at this time and should only occur with there is evidence of ethical violations or misconduct.
This question and rationale were developed in reference to:
How to Manage Complex Programs (No Date) Tom Kendrick//Chapter 5/ [Item A good escalation process generally begins with submission of problem information to the program management team (or PMO). Such information may be part of normal project or program status collection, but for urgent situations, flags may be raised sooner than this.]
| The Project Management Tool Kit, 3rd Edition (No Date) Tom Kendrick//31/ [Item CONTROL PROCESS 31 Issue Management]
PMBOK Guide Seventh Edition (2022) ///[2.5.6 WORKING WITH PROCUREMENTS]