Critical project equipment is being produced by an overseas vendor. A quality survey revealed noncompliance with some of the project specifications. What should the project manager do next?

Schedule regular meetings with the vendor to personally control this situation.

Assign project personnel to oversee the vendor's facility to ensure compliance with the specifications.

Review the production contract to determine if the referenced specifications were included in the contract addendum.

Schedule a workshop with vendor representatives to provide an overview of the project specifications.

A project manager is overseeing a procurement project, and the company has a dedicated procurement management team that handles contracts. The quarterly report identifies six contracts that do not align with the company objectives. What will be the most suitable action for the project manager to take?

Keep the six contracts even though they do not align with the company objectives.

Recommend to terminate all six contracts that are not aligning with the company objectives.

Ask the project sponsor to revise the requirements of the contracts.

Request the customer to revise the requirements of the contracts.

A virtual team is midway through a sprint of a complex task and is ahead of schedule. During the daily standup, which often tends to end early, a new team member interrupts and asks everyone to define their role and what they worked on prior to this sprint. How should project manager handle this situation?

Address the situation immediately and make sure the new team member has all the information they need to be successful.

Respectfully inform the team member that this would be best taken care of in another meeting.

Team members are not supposed to interrupt in meetings and project manager can ask them to keep quiet.

Allow the new team member to ask the team whatever questions are needed for clarification.

During a progress meeting, the project team learns that an identified risk materialized. The project manager decides to execute the risk response plan, but the contingency reserve does not cover the total budget for that plan. What should the project manager do?

Use the contingency reserve and study how to reduce the project budget to cover the remaining work.

Ask the project sponsor to apply the management reserve to cover the rest of the amount.

Ask the project sponsor to provide an additional budget to account for the additional risk response.

Issue a change request to modify the scope, cost, and schedule baselines to support the new plan.

A non-colocated project team just finished a sprint with complex tasks ahead of schedule. During the retrospective, which often end early for this team, a new member of the team interrupts and asks everyone to explain their roles and what they are planning on working on for the next sprint. What should the project manager do?

Set up one-on-one meetings with each team member and the new team member.

Address the situation immediately and answer the new team member directly.

Inform the team member that this would be best handled in another meeting.

Ask each team member to explain their role and what they will work on for the next sprint.

During a project closing review meeting, the Project Manager notes that a software development task took longer to complete than was planned. Which action should the Project Manager take for continuous project improvement?

Update the communications management plan with reviewed details of the problem.

Update the performance data in the lessons learned register.

Update the risk register so the problem will not happen in the future.

Update the problem in the issue log and distribute it to the project team.

A project manager has requested to purchase the same parts from two vendors. Vendor A informs the project manager that they fulfilled a similar order two months ago, which was 2% under the original planned cost. Vendor B has delivered consistently on the orders but has announced a pricing increase. How should the project manager evaluate this situation?

Review the work performance information of both vendors against their contracts to find the preferred supplier.

Review the agreements and procurement documentation for vendor B to force them to keep the original pricing.

Evaluate the contract clauses to reduce the orders from vendor B, and buy them from vendor A to improve project indicators.

Use the metrics from vendor A to request better pricing from vendor B, keeping both providers as a risk mitigation strategy.

While closing a project, the client finds some defects in the deliverable. What should the project manager do next?While closing a project, the client finds some defects in the deliverable. What should the project manager do next?

Extend the project until all deliverables are accepted.

Review the output against the acceptance criteria.

Persuade the client to accept the output as is.

Pay the penalty for the defective item.

An organizational transformation project has two workstreams running in parallel between corporate headquarters and an overseas office. Before kick-off, the project manager is scheduled to meet the overseas office leader. What should be the focus of the meeting?

Agree on the choice of procurement strategies to be used by the overseas office.

Inform the overseas office leader of the business' strategic value, the key deliverables, and their expected involvement.

Help the overseas office leader communicate with corporate staff about the project.

Define and assign a subject matter expert (SME) for the project to represent the overseas office.

A client has contracted a company to manage a large project in an agile environment with many subcontractors. The client is giving direct orders to the subcontractors, rather than to the contractor's project manager. This has created conflict within the team. What should the project manager do to prevent this situation from occurring again?

Ask the client not to give direct orders to the subcontractors.

Keep the team informed about client expectations.

Invite the client to the team planning meeting.

Tell the team to avoid conflicts with the client.

During project execution, the project sponsor decides to replace a subject matter expert (SME) on the project. What should the project manager do?

Provide the new SME with the Curriculum Vitae (CV) of the previous SME.

Negotiate with the project sponsor to retain the SME on the project.

Ensure there is sufficient knowledge transfer between the SME and their replacement.

Meet with the project sponsor to explain the conflicts among the project team.

After a few iterations, the project manager feels that even though the team is completing the work as planned, the team is not completely comfortable with some of the agile processes followed in the project. When should the project manager talk about this and make adjustments?

At the next retrospective meeting.

At the lessons learned workshop at the end of the project.

At the planning meeting for the next iteration.

A project manager is assigned to take over an ongoing project. During the quality review, it is found that 40% of the deliverables have defects and require rework, with an expected worsening trend. What should be the project manager's first step?

Evaluate the cost of the rework.

Review the quality management plan.

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?

Build the product according to the previously agreed customer requirements.

Obtain details for the new items and submit them to the Change Control Board.

Breakdown work on additional features with existing component teams.

Release increments of the new items for customer validation.

A key member of a project team publicly asserts that another team member has been speaking negatively about them. The team member threatens to quit their job if the project manager does not take immediate action to address the conflict. What should the project manager do first?

Meet with the accused team member to understand their point of view.

Call a team meeting because the project is in jeopardy without the key team member.

Schedule a meeting in the future to allow the issue to diffuse over time.

Decide to remove one of the two members off the team to address the conflict.

A project team member repeatedly requests more granular details on a work package than the Gantt chart indicates. The other project team members feel that the current Gantt chart is sufficiently detailed. What should a project manager do to address this situation?

Remind the project team member that the Gantt chart was the agreed format.

Create a new communication channel with granular updates.

Ensure that the team member understands the granular information retreival process.

Continue to ignore the project team members' requests.

An organization is adopting an agile approach to fulfill their customer's requirements within a shorter time period and with better quality. Prior to that, the organization worked with specialized resources and project managers who were assigned to the project for a fixed amount of time. What should the organization change to better adopt the agile approach for resource planning?

The agile team should decide on which customer requirements will be developed and delivered.

The product owner should request specialists to be assigned to the team only when they are required.

The agile team should consist of generalists and specialists who continuously learn and improve throughout the project duration.

The customer involvement will have to be reduced in order to avoid disruptions since the team will not always have the same set of members.

In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks. What should the team do?In the most recent sprint review meeting, the client announced that they need to implement two of the five modules committed for the project in a few weeks. What should the team do?

Use the nominal group technique.

Conduct a release plan meeting.

In the middle of a release, the project manager is replaced. Feedback provided by the team to the new project manager hinted at team friction caused by the previous project manager's constant demands for rapid delivery. What approach should the new project manager adopt to quickly establish credibility with the team?

Help the team succeed with excellent service, on-time commitments, and adequate budget.

Do what the team needs done, and maintain the action log and provide feedback.

Assess the culture of the team, and observe and interact with them.

Have the team explain what is needed, and create tasks and report progress on those tasks.

An organization makes an acquisition of a similar product halfway through the development cycle of a potential product. This might create an overlap in the product portfolio. What should the project manager do next?

Continue to develop the product for the benefit of the organization.

Assess the feasibility and viability of the project with the product owner.

Discuss the potential impact of the acquisition with team members.

Halt the project until a clear path emerges for the product roadmap.

After emailing a recent project status report, the project manager learns that a number of recipients are no longer involved with the project. The email distribution list was based on the communications management plan. Which action should the project manager take first to verify the distribution list for future status reports?

Review and update the project management plan.

Review and update the stakeholder engagement plan.

Review and update the communications management plan.

Review and update the resource management plan.

A program team, distributed across three different countries, is having a difficult time arranging meetings. The team members are also unclear about the program requirements and are having trouble getting their questions answered. What should be done to increase project success?

Bring questions to the functional managers to resolve issues across the team.

Work independently until it is necessary to integrate the work.

Review the communications management plan and increase information sharing.

Increase frequency of team meetings to discuss any questions.

An agile team has members in several countries. Daily meetings are conducted in a common language over a conference call, and the project manager takes notes to track work progress. Differences in pronunciation and vocabulary make it extremely difficult for members to understand each other. What should the project manager do to improve project efficiency?

Use an electronic Kanban board to give a visual summary of the work progress for each member.

Use the call to verbally summarize the work status as reported by members.

Ask for a change in the project's budget to provide access to a real-time translation service so members can listen to the meeting in their own language.

Ask team members to report daily on the work completed, work to do, and blockers, which will be sent to the team's email distribution list.

A project manager is assigned to a new project. The requirements are still evolving, but there is a need to deliver business value quickly. What approach should the project manager take in this situation?

Ensure scope changes are documented in the requirements traceability matrix.

Develop mitigation strategies to address the risks of evolving requirements.

Use a product backlog and complete the highest priority requirements first.

Develop a feature burndown chart and show progress on requirements.

An experienced project manager is mentoring a new project manager assigned to their first project. As the new project manager becomes familiar with the project scope and the corresponding list of stakeholders, they are overwhelmed by the number of stakeholders. What should the experienced project manager tell the new project manager to do next?

Categorize key stakeholders using a workbook register.

Perform a stakeholder analysis to determine relative importance.

Update the communications management plan with stakeholder preferences.

Prioritize stakeholders based on the stakeholder register.

During a standup meeting, team members of a software development team discovered that one of the developers is struggling to complete work due to a lack of experience with test automation. The team member is worried that this might have an impact on achieving the sprint goal. A quality assurance engineer on the team has automation testing experience and becomes aware of the problem but is busy preparing a presentation to new employees. What action would increase the chances of achieving the sprint goal?

Train the developers on quality assurance and automation work.

Give the automation work to the engineer as soon as the presentation is finished.

Ask the engineer to shift their work to support the developer as soon as possible.

Remove the current activity from the sprint, and reprioritize when the quality assurance engineer is available.

An oil refinery project is in the middle of the execution phase. The project team found that the project is delayed because of an environmental regulation change, procurement delays, and a change in government. However, the project deliverable is still urgently needed. What should the project manager do next?

Stop the project and negotiate with the new government to pay the invoices for work done up to that point.

Terminate the project immediately, avoid further loss through more expenditure, and absorb the current loss.

Review the impact of the changes, comply with the new regulations, then propose a realistic plan.

Make the necessary arrangements for the procurement materials, and continue the project as planned.

An agile project is in the first of six iterations. The team is located globally, so the meetings are in a virtual environment. After the fifth daily meeting, the project manager realize that not all members are actively participating. What should the project manager do?

Ask the team members why participation is lacking.

Engage and guide the team to encourage all members to participate.

Ask each team member individually to participate in future meetings.

Allow the team to find their own way to fully participate.

While reviewing progress, in the middle of an iteration, the Scrum Master points out a major risk due to a user story dependency. What should the project manager do next?While reviewing progress, in the middle of an iteration, the Scrum Master points out a major risk due to a user story dependency. What should the project manager do next?

Update the product backlog to include the dependency.

Update the impacted plans and monitor the risk.

Enter the risk in the iteration’s risk register.

Involve the team to complete risk analysis.

A project manager is working on a project to modernize a bank's information technology (IT) infrastructure. The project manager recently received approval of the project's change management plan from the project sponsor. The project sponsor now requests that the project manager implement a new piece of technology in the solution. What should the project manager do next?

Update the schedule and cost baselines to document the new technology.

Add the new technology as a risk in the risk register.

Submit a change request to the change control board (CCB).

Request the project sponsor to procure the new technology.

A developer is complaining about the time spent on daily standups, updating stories, creating tasks, and reviewing dependencies between stories instead of developing code. Other team members support the comment. What should a servant leader do next?

Reduce the interactions among team members to increase development time.

Ask for suggestions on how to manage their time more effectively.

Explain the definition of an information radiator to the project team.

Acknowledge the frustration and emphasize the benefit of each activity.

During execution, the customer submits a change request to maintain the project's business value, which has been threatened by a recently implemented government regulatory change. The project manager analyzes the change, which will require 50% of the project deliverable to be reworked and will incur in additional costs to the customer. What should the project manager do?

Submit the change request to the CCB and explain the reason for the request, including a cost-impact analysis.

Submit the change request to the CCB as the customer is absorbing the cost.

Submit the change request to the CCB and advise the panel to consider rejecting the request due to its impact.

Submit the change request to show the change as having no impact, then proceed with the request without notifying the CCB.

A project manager is leading a complex software development project. The project team cannot agree on which process to use when solving a specific problem. What approach should the project manager take to help bring the team to consensus?

Facilitate a meeting and encourage team members to come up with potential solutions.

Exert expert authority and define the path forward for the team.

Update the responsible, accountable, consult, and inform (RACI) matrix and assign the work to a different team.

Assign a new team lead who has experience in solving similar software development problems.

During project closure, the team considers that the final sprint retrospective is not necessary because there are no remaining sprints. What could be a possible helpful outcome of holding this sprint retrospective?

Improvement in velocity if the same team is formed in the future

Promotion opportunities for the team members

Information that could be useful for future projects

Tips for adapting to working together if that happens in the near future

Some of the project's materials have been ordered from overseas. The project team has concerns that the materials may not reach the site on time due to a customs clearance delay that will affect the critical path. How should the project manager handle this concern?

Revisit the risk register and implement the respective risk response.

Ask the logistics team to arrange an expedited clearance.

Identify the root cause of the delay and add it to the issue log.

Ensure the suppliers cover any additional costs due to the delay.

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?

Increase project management office (PMO) involvement.

Hold a kick-off meeting at the beginning of the project.

Improve application of test automation techniques.

Conduct periodic reviews with customer involvement.

A project manager has just received news that a new regulation has been adopted and the expectation is that that the project will be delivered compliant with this new regulation. This was previously documented as a risk item with a low probability and a moderate impact. What should the project manager do to address the issue?

Initiate a change request for the updated regulation.

Revisit the risk register and update the rating and response.

Update the issue log and apply corrective action.

Revise the project management plan.

A project manager was recently assigned to an investigation project. Due to the complexity of the project, the project manager is unsure if any regulation applies. How should the project manager determine which regulations apply to the project?

Contact the project management office (PMO) manager as they are in charge of determining the regulations required for agile projects.

Consult with a manager who has a higher level of authority for this decision.

Schedule a meeting with key stakeholders, subject matter experts (SMEs), and the project team to better understand if any regulations are applicable.

Request a signed letter from the client to confirm if any regulations apply to any project deliverables.

During a kick-off meeting with the project sponsor and various project members, it became clear that it was not necessary for some participants to be present. In addition, one required expert was not aware of the meeting and was not present at the meeting. What should the project manager have done to prevent this from happening?

Established a fixed communication platform to provide updates on the project to all stakeholders.

Managed stakeholder engagement by involving the stakeholders in the appropriate phases of the project.

Developed the project charter including the roles and responsibilities of all the stakeholders.

Created a responsibility matrix to notify stakeholders of the meetings they are required to attend.

An agile team is developing a product that has no room for additional scope due to budget constraints. The customer is requesting a new independent feature be added to the solution in development. What should be the project manager's next step?

Evaluate the new feature and collaborate with the customer.

Add the new feature to the product backlog.

Reprioritize the product backlog items.

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?

Discuss this with the functional manager, then update the resource management plan if necessary.

Discuss this with the resource personally, then update the resource management plan if necessary.

Discuss this with the functional manager, then update the team charter if necessary.

Discuss this with the resource personally, then update the team charter if necessary.

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?

Wait for the next iteration review to let the team members talk things over and solve the problem.

Promote conversation among team members in upcoming review meetings to help solve the problem.

Allow the team to self-organize before the next iteration to solve the problem.

Reach out to their functional managers so they can talk to the team members and solve the problem.

PMP Study Hall #2

Quiz

•

Professional Development

•

1st Grade

•

Practice Problem

•

Hard

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Used 5+ times

FREE Resource

180 questions

Show all answers

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project manager who was just assigned to an information technology project found a compatibility issue with the technical infrastructure. Which step should the project manager take first to solve the problem?

Examine if there is an alternate solution.

Escalate the issue to the technical infrastructure team.

Check the lessons learned database.

Consult the project sponsor about the issue.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project manager conducted an analysis with relevant stakeholders to validate project alignment with organizational strategy and expected business value. Some of the key stakeholders missed the analysis session, and hence, their input was not factored in. What is the main impact of these absences on the project?

Important project approval was not received.

There is inconsistent input on benefits from various key stakeholders.

There is inconsistent input on risks from various key stakeholders.

Conflict in subsequent phases of the project may result.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project manager is working on a deployment project to replace some equipment that will soon become obsolete. A review of the schedule and cost has revealed that a 5-month delay is likely. How should the project manager address risks from the delay?

Analyze the business impact in order to reprioritize the deliverables.

Request to negotiate with the vendors for a longer support period.

Ask to order new equipment immediately so there will be no support issue.

Acknowledge these constraints and take them into account when planning.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

During project execution, a project manager is informed that critical resources will soon be removed from the project. What should the project manager do?

Schedule a meeting to keep the stakeholders informed.

Inform the stakeholders at the next scheduled review meeting.

Update the risk register with this risk to project resources.

Request resource leveling.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A stakeholder complains that one of the product's components is not easy to use. What should be the immediate next step for the project manager?

Check if the component meets the design and performance specifications as per the acceptance criteria.

Clarify product acceptance criteria with the stakeholder.

Ask a user experience expert to explain to the stakeholder why the component was designed that way.

Raise a change request according to the stakeholder’ requirement.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

During the planning phase of a project, the project manager is having trouble identifying stakeholders. Without input from the correct stakeholders, getting user feedback will be difficult. What should the project manager do?

Review the stakeholder engagement plan.

Inform the project sponsors.

Refer to the Project Charter to identify stakeholders.

Review the project scope document.

MULTIPLE CHOICE QUESTION

1 min • 1 pt

A project team is in sprint 13 of a fourteen-sprint project. The project team placed a game-changing feature on the backlog for the next release that closely resembles a feature that a competitor is now launching. The product owner is insisting this game-changing feature be incorporated in the current release. What should be the next step for the project manager?

Set up a review meeting with the development team to understand the magnitude of work required.

Perform the required assessments to understand the change and raise a change request with the change control board (CCB).

Meet with the product owner and project sponsor to discuss the change and decide on a way forward.

Inform the product owner that this feature cannot be included in the current project management plan and it will be added to the next release.

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