A project team member is consistently missing deadlines, creating bottlenecks for the rest of the team. Which action should the team take to support the team member? Question 1Select one:

• Enroll the team member in time management training
• Ask the team member to speak first at standups
• Release the team member
• Pair the team member with a more experienced member of the team

A project manager is assessing the risks to a hybrid project in the execution stage. At the end of each iteration, the team has only reported normal issues such as equipment malfunctions. However, the team has recently alerted the project manager to a developing problem that signal regulatory noncompliance for the product. Which artifact should the project manager review and update? Question 2Select one:

• Risk register
• Probability/impact matrix
• Risk management plan
• Product technical documentation

A PMO in a large manufacturing company has been working diligently to retrain project managers and standardize software and templates across all projects, so that every project in the company will produce compliant artifacts. Which type of PMO is being described? Question 3Select one:

• Supporting
• Controlling
• Directive
• Agile Center of Excellence

Two project managers are chatting in an airport lounge, on their way to a conference. They have never met and work in different companies. Project manager A tells a story about the last project, in which the team was given strict deadlines for updating artifacts and were audited to ensure risk registers and issue logs were updated at least once per week. Project manager B is shocked by project manager A’s story, because their project team is allowed to work independently, with very little reporting required. Which statement is true? Question 4Select one:

• Project manager B’s PMO has no project governance.
• Project manager B’s company does not have a PMO.
• Project manager B’s company uses adaptive development approaches that projects adhere to and the PMO ensures compliance.
• Project manager B’s company has a supportive PMO which only provides a peripheral role.

The CEO of a global furniture chain authorizes a project to retrofit 35% of the company’s factories with new technology in 2 years, at a maximum cost of $US48 million. The competition in this market is high and the CEO needs to see a return on the investment within 3 years. Which development approach should this project take and why? Question 5Select one:

• A predictive development approach, because the scope, budget and schedule are set
• A hybrid development approach that uses a predictive scheduling process and incremental development of the factories to ensure the value-based expenditure of the budget and resources
• A hybrid development approach that uses time-boxed, iterative scheduling with incremental budget releases over the 2-year period; this will ensure the project does not run out of money
• A hybrid development approach with a flexible scope, in case anything changes and the company can pivot

An international bank is performing a merger as part of a major program change and hired a consulting company to perform an advisory role during the merger. The consultants recommend using agile to ensure the best chance of success. What do the consultants mean by this? Question 6Select one:

• They need to work quickly.
• Use of agile practices to complete financial mergers is a best practice.
• Adopting the agile mindset helps organizations navigate complexity.
• The merger should be completed in increments.

A virtual team member has recently joined a colocated team. Despite being highly qualified, the team member’s performance is constantly questioned and ridiculed by the collocated team members. Which approach should the team lead take? Question 7Select one:

• Use the team charter to address collaboration and team goals
• Cancel the virtual team member’s contract; clearly, the team is not cohesive.
• Organize a weekly virtual coworking session led by a facilitator.
• Monitor the situation and intervene only if the virtual team member makes a report to HR.

In an organization, some people work longer days in a 4-day week, while others work standard days 5 days per week. On one project, a mix of these schedules has caused some scheduling problems, particularly for standups and iteration demos. Which approach should the team take? Question 8Select one:

• Require the team members who work 4-day weeks to attend the standups on day five.
• Self-organize and solve its scheduling problem.
• Suggest that everyone on the team use the same work week during this project.
• Ask the PMO for advice.

A team member has reported a project manager to HR for shouting during meetings. Other team members validate the complaint, but when the PMO asked the project manager about this, their answer was they were only trying to motivate the team. What is the problem here? Question 9Select one:

• The team members are too sensitive.
• The project manager needs to be a servant leader.
• The team charter lacks details about polite conduct.
• The project manager is unqualified.

A project manager meets frequently with a company’s diversity, equity and inclusion (DE&I) coordinator, because several members of the project team wear t-shirts on Fridays that others in the organization consider controversial. They are allowed to wear the shirts, but there are numerous complaints from around the company. What should the project manager do first? Question 10Select one:

• Caution the team members about wearing the t-shirts to work.
• Coach the team members on self-awareness.
• Continue meeting with the DE&I coordinator.
• Find out why they are wearing the t-shirts.