10J PMI

A project manager for a major annual international sporting event is reviewing data collected after the second of six planned project phases and sees that the team is performing poorly. The project uses a hybrid management model, with a project manager and decentralized decision-making at the team level. The project manager learns that several critical elements are behind schedule, and some delivered services are not operating correctly, resulting in rework and more delays. Also, team members might be enjoying working with the sports teams and being in the media spotlight a bit too much. What should the project manager do?

• Continue to allow the team to make decisions and self-organize around work.
• Review performance data and reinforce project goals with the team at the soonest opportunity.
• Log the performance issues in the issue log and assign team members to identify and execute solutions.
• Coach team members about prioritizing work over having fun.

An agile project team previously attempted to launch a new version of streaming fitness videos in an increasingly competitive market. By the end of the last project, competitors had already launched similar products. Stakeholders were disappointed about the loss of value. Which two actions should the team leadership have taken or done differently to avoid stakeholder dissatisfaction? (Choose two)

• Increased the pace of work by adding more human resources
• Eliminated errors in the work flow and found efficiencies
• Conducted more market research before beginning the project
• Used shorter cadences to enable better analysis and response to market changes
• Collaborated more closely with stakeholders

A project team working in a city’s transportation agency is planning the launch of a 24-hour subway service for the first time in its 120-year history. One month before the launch, a terrible electrical accident shuts down service for the whole city, causing injuries and millions of dollars of damage to the infrastructure. What should the project manager do?

• Close the project.
• Consult the communications management plan.
• Review the risk register.
• Contact the project sponsor.

A project to train kitchen personnel in process efficiencies for a restaurant franchise has a small project team of four people. It is essential that this team has a broad understanding of the franchise's business processes so they can create training that delivers the efficiencies required across the business. Which team member already has T-shaped skills that would be beneficial to this project? A - Project manager with 30 years of experience leading business development projects. B - Training specialist with 10 years of experience in menu development. C - Team member with 5 years of experience leading teams, who also is scrum master. D - Team lead for finance and operations, who was once the owner/operator of a franchise

• Team member A
• Team member B
• Team member C
• Team member D

At the beginning of a customer service improvement project, two stakeholders are noted as resistant on the stakeholder engagement assessment matrix (SEAM): • A finance executive who says the cost of the project is too high. • The customer care team that wants better salaries and working conditions. All other stakeholders support the project. After months of difficult negotiations, the customer care stakeholder group is now noted as neutral, though final agreements must be signed; this is ongoing and will take significant time and effort. The finance executive continues to state that the cost of the project is too high. What should the project manager do?

• Use personal influence to gain agreement with the finance executive while negotiations with the customer care stakeholders continue.
• Focus on negotiating the final agreements for the customer care stakeholder group at a cost that also satisfies the finance executive.
• Ask the supportive stakeholders to explain or justify the cost of the salary increases to the finance executive.
• Send an email to all stakeholders, stating the problem and urging them to find a solution.

An agile team member has an extremely varied skill set and performs their work well on projects. This team member has been allocated to many different roles during their work history at the company. For this reason, the team member states, "I feel like I am put on projects randomly. I am not getting anywhere, and the company does not value my work." What should the team lead do?

• Coach the team member and help them to find a suitable mentor for career development.
• Reassure the team member about their value as a T-shaped team member.
• Encourage the team member to become more emotionally intelligent .
• Urge the team member to get as many certifications as possible.

An established farm is struggling to maintain profitability and plans to integrate an agro-tourism project to expand the business. They hire a project manager and personnel and initiate a project. The new team members will be shared resources for both the farm and the playground project. The farm needs to continue generating cash flow to support operations until the project is integrated--in 8 months. By the second month, the project manager learns that farm production performance has decreased drastically because the project takes up a lot of the team's time. Which two approaches should the project manager consider to provide the best chance for the business to succeed and produce the desired outcomes? (Choose two)

• Establish clear role delineations for the team members.
• Create roadmaps for farm production and the playground project, with clear value delivery goals for each.
• Focus on the farm operations first to stabilize processes because this is the main revenue earner.
• Create a project management plan that combines the farm and the playground.
• Decide between the farm or the playground business option.

A company is undergoing a global enterprise-level transformation. In 3 years, they will end 85 years of publishing books and instead offer tutored, virtual learning communities. The first big project is to refit the factories and warehouses as film studios. The project management office (PMO) authorizes a project using a predictive life cycle, and that work begins. However, the learning community designers (key stakeholders) keep requesting design changes, which has caused delays and costly rework. With 18 months left, the team is getting nervous.

• Continue to process the designers’ changes using the change control process.
• Suspend the project until the designers finalize their decisions and then restart work.
• Limit the changes to critical ones only and initiate another project afterwards to retrofit the studios with further changes.
• Pivot to an iterative development approach to capture designer feedback at set intervals during construction.

During a busy period of organizational change, team members on project L are allocated as follows: • 60% of working hours – project L. • 20% of working hours – company-wide organizational change project. • 20% of working hours – functional role. Project L is progressing according to schedule and budget, but a few minor quality factors are being neglected. The project manager is prioritizing on-time delivery and the very dedicated team asks about working overtime to improve quality. How should the project manager respond?

• Avoid granting the overtime request; instead, ask the functional managers if the project can borrow them for a few weeks.
• Avoid granting the overtime request; instead, ask the organizational change project leader to do without them for a few weeks.
• Collaborate with the managers and the organizational change project leader to compromise on how team members can spend more time on project L.
• Grant the overtime request for the team members and find a way to pay for it with the existing project budget.

A hotel chain wants to improve the customer loyalty program by increasing the number of returning guests by 35%. The project manager finds two strong opinions: • Stakeholder J suggests that the sales teams focus on the top 10 corporate clients and incentivize them toward exclusive use of this hotel chain. • Stakeholder M suggests improving the quality of their airport sites, which already have a large number of repeat guests. Stakeholder M also insists the chain cannot compete in larger markets, so the strategy stakeholder J suggests will fail. In a dramatic escalation, stakeholder M sends an email to the project manager and the entire leadership team accusing stakeholder J of having a bias. What should the project manager do first?

• Mediate between the two stakeholders and determine an initial scope that satisfies both.
• Coach stakeholder M about professional behavior and ask them to apologize to stakeholder J.
• Escalate this as an issue to human resources.
• Remove stakeholder M from the project for violation of ethical standards.