Atoha PMP lesson 14

A project manager has two projects that are being executed at the same time. The duration of the critical project must be reduced, but the project manager does not have enough resources to achieve this goal. In addition, the schedule does not have activities that can be overlapped.
What should the project manager do?

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  Apply fast-tracking techniques to compress the schedule of the critical project.

• Analyze both projects to determine the most effective use of common resources.

• Use resource optimization to justify requesting more resources for the critical project.

• Provide schedule optimization training to the project teams to improve their skills.

A project manager has been assigned to a project that is in progress. The project manager is looking for information regarding why the project is being completed.
What should the project manager do first?

• Evaluate the project exit criteria in the project charter.

• Reach out to the senior executive sponsor for the project.

• 
  Understand the project success criteria and objectives.

• 
  Review the project status reporting for the latest information.

The project manager has recently received funding approval for a training program for the entire project team but has not yet defined the most effective training course. One team member submitted a request for specialized training that is required for the project.
How should the project manager handle this request?

• Send this change request to the change control board (CCB) for approval.

• Approve the request for the specialized training.

• 
  Reject the request as it does not impact the project deliverables.

• Validate if the training is within scope and budget.

A project manager is in the middle of an agile project comprised of 100 user stories broken down into five iterations. Each user story is worth USS50. The actual expenditure is US$2,000 and 50 user stories have been delivered.
Which statement is true?

• The project is on budget and on schedule.

• 
  The project is over budget and behind schedule

• The project is under budget and behind schedule.

• The project is under budget and on schedule.

A project manager has been asked to participate in the procurement process for a software application that allows customers to buy online e-learning courses. The project manager will take over the project once the supplier has been sourced.
What should the project manager do before the project starts?

• Ensure that the requirements for the project are understood and that the objectives are verified before approval of an agreement.

• Inform the project sponsor that once the agreement has been signed, there cannot be any changes to the scope of the project.

• Notify the project sponsor that the project manager cannot be involved in the agreement negotiation process.

• Ask the project sponsor to involve the legal department in the negotiation for the project agreement.

A newly appointed product owner is working with a project team that is using agile for the first time. The product owner is constantly disrupting various team members throughout the day to discuss progress. This has resulted in the team feeling micromanaged and frustrated because of the constant disruptions.
How should the project manager proceed?

• Invite the product owner to attend daily standup meetings so they can assess progress.

• Set up a feedback session with the product owner once a week so they can assess progress.

• 
  Instruct the team to refer the product owner to the project manager for information.

• Invite the product owner's functional manager to a feedback session to escalate the issue.

A project manager has been assigned to a new project. There is one team member who never says anything during meetings. After meetings, however, the team member sends detailed emails with very good suggestions that help with project execution.
How should the project manager guide the team members?

• 
  Review the communications management plan with the team members.

• Remind the team members to follow the team charter.

• Motivate the team members to speak freely in the meeting.

• 
  Arrange a team-building activity to involve all team members.

A subcontracting company is presenting its feature release. A key stakeholder is asking to add a new feature to the product.
How should the project manager deal with the new requirement?

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  Follow the change management process and work with procurement if needed

• 
  Engage an arbitrator to resolve any conflict while handling the new requirement

• 
  
  Add the change to the next sprint to meet the customer's needs

• 
  Allocate resources to work on the new feature immediately to complete the request

While working on a poorly defined internal project, a project manager receives multiple change requests from senior management.
What should the project manager do first?

• Identify how the proposed changes will benefit the project in relation to the business case.

• Ask for a temporary budget increase to avoid cost overruns.

• Keep the team motivated and incentivized to avoid exhaustion from working on a lengthy project.

• Assess the schedule delay and begin implementation to avoid additional lags.

After a couple of iterations, the project manager decides to present the product to a key stakeholder. The stakeholder's feedback is that the team missed the mark on many features.
What should the project manager do to avoid this in the future?

• Set up requirements-gathering sessions with all key stakeholders to evaluate the scope once again and reprioritize the backlog based on the sessions.

• Schedule adequate sprint demos to gather early feedback from the stakeholders and adapt the plan accordingly

• 
  Incorporate design thinking practices into the project life cycle to better understand the product's personas and be more effective to match their needs.

• 
  Evaluate the team's skills to look for someone with experience in product design and assign that person the task of rebuilding the product interface