During a project's initiation phase, a lessons learned sharing session was held with the team from another project. Low construction productivity was discussed as a potential delay to project completion. What should the project manager do next?

C. Add construction productivity to the risk register and develop a mitigation strategy for site execution

A. Discuss this issue with the project sponsor to request additional funding to implement mitigation

B. Prequalify contractors with proven track records to eliminate productivity concerns

D. Hire a construction management consultant to develop a comprehensive site execution plan

A project manager is managing a mobile application development project when one of the experienced team members starts missing deadlines. The delays will impact project implementation. What should the project manager do next?

D. Meet with the team member to understand their concerns and/or issues

A. Assign an additional resource to help the team member with the tasks

B. Ask the team member's functional manager if there are any known issues

C. Convene a team meeting to encourage and motivate the entire team

A project manager is leading a hybrid project. The only available resources that have experience with agile are not at the project manager's location. The project has a strict schedule and budget, and the project manager is concerned about their ability to deliver it. What should the project manager do?

A. Engage the agile resources through video conferencing on a daily basis

B. Advise the sponsor that the project will be delayed as agile training will be required

C. Request a budget extension to get local resources experienced in agile

D. Plan to have the agile resources temporarily relocate to the project manager's location

An agile facilitator has gathered a team for a new project. This team and facilitator have not yet worked on a project together. How should the facilitator proceed?

B. Hold a team charter discussion.

A. Set up a lessons learned session from a similar project.

C. Schedule a release planning session.

D. Conduct a product roadmap session with the team.

A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various issues during execution, the project was extended to 16 months. By month 11, the expected savings were exceeded but not all of the functionalities planned for that date were fulfilled. How should the project manager inform the stakeholders of the project's progress?

B. Communicate the benefit expectations and the action plan for the pending functionalities

A. Complete the outstanding functionalities before informing the sponsor of the project progress

C. Send an email with the monthly project progress to all relevant stakeholders

D. Report that the project has not fulfilled all the expected functionalities

A project manager is working on the delivery of a solution that needs to be deployed to the public quickly. The project team is experienced, the stakeholders are supporting the delivery, and the customer is cooperating. What strategy should the project manager use to ensure on-time delivery of the solution?

C. Have a high-level plan for incremental deliveries and get the customer's feedback as early as possible

A. Meet with the customer to agree on the components of the solution and the priorities

B. Ask the sponsor for support regarding the allocation of additional resources to finish on time

D. Have a detailed plan of all milestones, deliverables, functionalities, and allocation of resources

There is frequent conflict between two project team members working on a project. This has caused a negative impact on the project. How should the project manager handle this situation?

D. Help cultivate self-awareness between the two team members through emotional intelligence (EI).

A. Counsel both team members and caution them with a final warning.

B. Relocate the two project team members into different project teams.

C. Escalate the issue to the human resources (HR) manager before a larger problem develops.

A few virtual team members are located in a region that generally has good internet connectivity. However, they frequently experience connectivity issues joining team calls during the day. What should the project manager do?

A. Determine what the problem is and develop an action plan

B. Ask the team members to use chat tools as an alternative to calls

C. Procure tools that consume less bandwidth for internet calls

D. Record the meeting to share with the team members who were unable to join

A company's CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status. What should the project manager do first?

C. Review the communications management plan

A. Meet with the team and decide the type and frequency of the reports to send to the CEO

B. Send the CEO one executive summary per week instead of five reports per week

A project manager finds it challenging to comply with standardized processes for knowledge transfer. The project teams and stakeholders are scattered around field sites, the office, and remote locations. In addition, some team members have limited access to the electronically shared files. How should the project manager manage this challenge?

A. Study the environment and the available resources to determine which approach to use.

B. Send the intended information through email since it is the primary communication tool.

C. Communicate a strong message to the team explaining the importance of knowledge transfer.

D. Request changes in the processes since it is not suitable for the company environment.

During iteration planning, team A identifies that an important deliverable is dependent upon a deliverable from team B. What should the project manager do?

B. Inform team B of the dependency and ensure that the deliverable is planned

A. Ask team B to focus on their backlog and deliver based on their priority

C. Make team A a part of team B and ensure that the deliverable is ready

D. Request team B to immediately start this activity and deliver to team A

A large construction project is progressing well as per the project objectives. The project manager would like to report the project's value to the project sponsor and seek the next phase of funding closure. What should the project manager do?

A. Ensure a measurement system is in place like earned value analysis (EVA) to track project value for the project sponsor

B. Create a detailed project report on successes and challenges for the project sponsor

C. Submit a detailed report on the cost budget vs. the cost actuals as the project sponsor will want to know more about finances

D. Arrange a site visit to show the project sponsor the construction progress in person

A project manager is planning a project with multiple work packages. Each work package has its own defined scope, but funding will be at the project level. How should the project manager determine if the allocated resource budget is sufficient to cover the resource costs of the project?

D. Fund each work package in the order of its importance and shift any remaining scope from non-funded work packages to funded work packages.

A. Estimate the costs at the work package level and add those costs to calculate the total cost of the project and compare it to the allocated budget.

B. Create a budget burndown and a scope burnup and then verify that the project scope is completed before the allocated budget is depleted.

C. Divide the allocated budget by the number of work packages and verify that each work package can be completed within the allocated budget.

A project manager is managing a project that is halfway through its execution phase, and the quality standards of the deliverables were formally accepted. However, a government agency has recently introduced new standards that may significantly impact the project. The deliverables must be changed to align with the new quality standards. What should the project manager do?

B. Set up a structured, independent processes to determine if project activities followed the standards

A. Schedule training for the project team on the new regulations introduced by the government agency

C. Update the lessons learned register and inform senior management of the new standards

D. Evaluate the impact the new regulations will have on the project and submit a change request

A project team's performance is being impacted by impeding internal procedures that are affecting the progress of activities and team autonomy. What should the project manager do first to address this situation?

D. Try to remove the barriers and empower team members

A. Discuss the issue in the next sprint review meeting

B. Train the team members on the organization's procedures

C. Ask the organization to improve the internal procedures

A self-organizing team for a critical project is consistently delivering value according to their commitments. During a retrospective, the project manager observed that most of the team members were stressed due to over commitments. What should the project manager do?

A. Support the team during the planning phase to only commit to what they are able to deliver

B. Request additional resources to continue delivering value while reducing team stress

C. Ask individual team members to plan staggered leave to avoid becoming stressed

D. Help the team members by organizing regular stress-relieving and team- building sessions

A project manager received the project charter for a new product. The project is expected to have two main deliveries: the hardware part that has detailed specifications already defined, including a sample machine, and the user interface software that has only a basic specification and a requirement for a user experience design approach. Which project management approach should the project manager use?

B. A hybrid approach will work, using agile for software development and a predictive approach for the hardware deliveries.

A. The software development has a high uncertainty level, so an agile approach is recommended for the project.

C. The deliverables are significantly different, so the project should be split into two projects that are driven by a program.

D. The scope is well defined; therefore, a predictive approach is straightforward and the hardware and software can by synchronized on the gates.

An agile team member received certification on a new tool; however, this team member is complaining that the rest of the team is not using the tool due to lack of knowledge. How should the servant leader apply emotional intelligence to leverage this situation to benefit the project?

C. Ask the team member to use their recently acquired knowledge to develop and provide training to the team.

A. Request budget to reward the team member so others will be motivated to obtain the same certification.

B. Promote the team member to product owner to leverage the new knowledge with the clients.

D. Provide an incentive to team members who begin using the new tool on this project.

A project manager has been assigned to a project after the charter has been approved. While reviewing the charter with the team, the project manager finds that some major budget items, necessary for achieving the project outcome, have been missed. What should the project manager do next?

A. Immediately discuss this with the project sponsor and request to revisit the budget to ensure its accuracy

B. Add the missing budget items to the risk log and present them in the next project steering committee

C. Start the project and deal with these budget issues as they arise throughout the project life cycle

D. Reduce the quality and cost of other deliverables to allow additional budget for the items that were missed

A project schedule risk has turned into an issue. The project manager foresees delays in project execution. What should the project manager do to resolve the issue?

B. Work with relevant stakeholders to determine possible solutions

A. Escalate the issue to senior leadership for resolution

C. Update the schedule baseline to the new project time line

D. Update the risk management plan and send it to the project team

A project manager is assigned to a project where a vendor has been engaged to build a new system. One week before user acceptance testing (UAT) is scheduled, the vendor informs the project manager that they can only deliver half of the promised functions by the UAT start date. What should the project manager do next?

A. Communicate with the vendor and project team and explore possibilities for resolving the issue

B. Wait until the vendor cannot deliver and then invoke liquidated damages based on the contract

C. Escalate to management and prepare for project closure by canceling the contract with this vendor

D. Adjust the project schedule to accommodate the current development progress of the vendor

In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technician's poor performance as the reason for the conflict. How should the project manager resolve the problem?

A. Use a direct, collaborative approach with the technician and supervisor

B. Provide a just-in-time training to the technician to improve their skill set

C. Replace the technician with a high performing resource as time is critical

D. Talk to the supervisor to tone down their approach and attitude

A project is comprised of team members who are not engaged and committed to project success. What should the project manager do to address this situation?

B. Call each team member to gain their perspective on the problem, then bring the whole team together to discuss a solution

A. Contact the project sponsor to request approval to release the current team and hire replacement personnel

C. Send each team member a direct email indicating that disciplinary action is likely if they do not change their attitude

D. Accept the situation knowing there is schedule slack available to release on an incremental basis when necessary

A project manager has been assigned a project to build a new solar farm that will provide clean energy to a new housing complex. The government has decided to reduce the tax on renewable energy products starting 1 January. The supplier has reached out and stated that the order placed for solar panels to be delivered on 20 December might be delayed until early January. On the other hand, the project will face similar constraints due to the December holidays. What should the project manager do about this risk?

C. Update the risk register and take advantage of the opportunity

A. Review the supplier's contract to understand the terms of sale

B. Insist that the supplier deliver the goods on the agreed date

D. Accept the risk and update the risk register

A project manager is assigned to manage a project for a previous client of the company. The project manager was warned that this client will likely try to add extra scope to the project without considering the impact of change on time, cost, quality, and risks. Which action should the project manager take to help plan and manage the budget and resources?

D. Include a scope change process and review the project charter.

A. Refuse to allow the client to change the scope and examine the lessons learned register.

B. Decompose the deliverables into work packages and review the project charter.

C. Create tight scope statements and review the historical information.

A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis. The team member responds that they do not have the knowledge to perform such an analysis. What should the project manager do?

A. Help the team member to perform the quantitative risk analysis through coaching, mentoring, and training

B. Escalate the issue to the functional manager

C. Perform the quantitative risk analysis for the team member

D. Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

A senior developer working on a large artificial intelligence (AI) project has worked hard and shown excellent results. The project manager is very happy with the developer's contribution and thinks that the developer deserves a reward. What should the project manager do?

D. Reward the developer according to their motivations and interests

A. Create an opportunity for the project team to recognize this developer

B. Print a recognition certificate and present it to the developer during a meeting

C. Send a recognition email to the team and copy management

A project manager is part of a global project team and is in charge of managing the scope defined by their country. There is a clear division regarding which pieces of the scope should be treated by global and local teams. During the last sprints, the project manager has been receiving requests that the global team should handle. What should the project manager do in this situation?

B. Evaluate and understand the cause of the conflict

A. Assess the team's capacity to absorb the workload

C. Escalate the situation to the project sponsor

D. Reject the workload back to the global team

A company is transitioning projects from a predictive to an agile approach. The CFO is concerned that one of the agile projects has an important feature for the financial department that is being delayed for a later iteration. What should the project manager do to clarify the situation?

D. Clarify with the CFO that the prioritization process is based on business value

A. Request support from the CEO on how to deal with the situation

B. Increase the size of the team in order to match any prior expectations of the CFO

C. Create an executive board to review the product backlog and replan the next iterations

A project manager for a technologically complex engagement reviews the key project indicators with the main stakeholders on a regular basis. During one of the meetings, the project sponsor explains that they are using the project manager's risk register as a way to communicate about the project at the executive level. How should the project manager ensure that project risks are reported accurately in the risk register?

B. Review the risks throughout project execution

A. Update the risks in the risk management plan

C. List the project risks identified in the kick-off meeting

D. Plan to update the risks at project closure

A project manager recently finished a project and started managing a new project with a different supervisor. As part of the early project activities, the supervisor from the original project is assigned to the team as a nonsupervisory resource and immediately begins challenging all decisions made by the current supervisor. What should the project manager do to resolve this conflict?

D. Communicate with the resource on the roles and responsibilities of this project

A. Ensure the new supervisor takes the lead when being challenged

B. Give the project team time to work through the issues with the new supervisor

C. Immediately remove the resource from the project team

A project manager sent the first communication about the project management plan to the team. The next day, two field engineers were asking about their roles and the project schedule. What should the project manager have done?

B. Confirmed that the communication was understood and solicited feedback from the team

A. Sent the roles and responsibilities matrix along with the project management plan

C. Briefed each team member on their roles before sending the project management plan

D. Discussed the roles with the managers to help explain them to their team members

A solution designer in an agile team often passes the design information to team members without any documentation. This has resulted in misunderstandings within the team. What should the agile leader do?

B. Review the process that resulted in this situation

A. Move the solution designer to another team

C. Ask the team to document the design

D. Stop work until the design document is completed

A software system is being built for a company. Once the system is in production, the team would like to collect usage data to evaluate the delivered value. Which evaluation practice should the project lead use to obtain accurate usage data?

B. Build the functionality in the software to collect the operational usage data

A. Embed a feedback form into the system for users to respond

C. Send out a questionnaire to all users regarding the most useful features

D. Interview a sampling of users to obtain the usage data

A software project using an agile approach is facing quality issues with every release, generating many production problems. What should the project manager do to fix the problem and improve the quality?

A. Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems

B. Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing

C. Create a reward system granting incentives to the team members who are able to catch more defects

D. Seek extra funding approval with the sponsor to replace junior team members for more experienced ones

A project manager is managing a national rollout for an innovative product in a regulated environment that is expected to change. The project management office (PMO) needs visibility of the regulatory constraints while maintaining a degree of flexibility. Which tool can the project manager use?

D. Use a product backlog to manage changes

A. Use a burndown chart to provide transparency

B. Use a burnup chart to provide transparency

C. Use a kanban board to increase accountability

A project manager is managing a very important business transformation project. The goal of the project is to extend a desktop application with a mobile application module. The marketing department believes that a main competitor is working on a similar product. Which delivery approach should the project manager use for this project?

C. Incremental delivery, to ensure that mobile capability is released fast to the users

A. Extreme Programming (XP) delivery, to mitigate the high risk related to a new product

B. Traditional delivery, to ensure high quality and that the product meets market demands

D. Iterative delivery, to ensure that user feedback is incorporated into the second iteration

During the implementation phase of a construction project, a key supplier went bankrupt and cannot supply the contracted material. This issue could affect the project schedule. What should the project manager do first?

D. Update the issue log and act to minimize the impact

A. Escalate to the management team for delay approval

B. Add the risk and the delay to the risk register

C. Update the schedule to include the delay

A project manager for a factory construction project in a small town is evaluating the necessary actions to engage stakeholders. The local community is speculating the impact of the facility. There are rumors of job opportunities and environmental impacts, which are listed on the project risk matrix. What should the project manager do with regard to community engagement in this situation?

A. Build channels to extend communication efforts to the local community.

B. Focus on the sideward stakeholders only and let the organization manage the community.

C. Use the city administration to address communication with the community.

D. Include the local union representative in the high-power, high-impact stakeholder group.

A project manager was replaced in the early phases of a new project. The new project manager discovers that the business team is not supporting the project. After discussing these concerns with the team, it is determined that the project does not have the full support of senior management. What should the new project manager do next?

C. Study the stakeholder analysis to understand which stakeholder holds the most influence and seek their assistance.

A. Request the business team to clearly define their issues with the project work completed to date.

B. Send out a status report describing the situation to the stakeholders and request general assistance.

D. Ask senior management to be more involved with the project and to provide their full support.

A company has rolled out the latest retail management system, and the project has been handed over to operations. The operations team finds that many of the day-to-day requirements are not covered in the system, and support for the project has limited hours. The project team has dissolved and the contract resources are no longer working on the project. As a result, the operations team has been facing numerous customer issues. What should the project lead have done initially to avoid this situation?

A. Involved operations stakeholders during planning

B. Reviewed the project management plan

C. Increased support hours for the hours of operation

D. Created a detailed operations manual

A project team is transitioning from a predictive to an agile approach. The project manager is trying to minimize the support issues that the product has had in production. One particular pain point is the transition to operations, where the issues usually arise. What should the project manager do to improve this scenario?

A. Engage the operation teams in the retrospectives and demo sessions and incorporate their feedback on project activities

B. Increase the focus on backlog items that cover support requirements, as well as product manuals and operation guides

C. Foster stakeholder participation by engaging them early on the backlog discussions

D. Ask the support/operation team to participate in the daily standup meetings to contribute to the project's progress

After signing an agreement with a vendor, the project manager notices that the vendor is continuously asking for changes on the procurement statement of work (SOW). These changes would improve the project outcome. What should the project manager do next?

C. Assess the situation as an opportunity for improvement and perform a risk analysis.

A. Consult the list of selected vendors for the bid and evaluate a possible change of vendor.

B. Revise the procurement control process to avoid undesired changes that might affect the schedule.

D. Conduct an audit on the procurement process and inform the vendor about the audit's observations.

PMP101-199

Authored by Đạt Tiến

Professional Development

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MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A project manager is starting a new project, and the project team is located in different countries. The team was going to use a specific tool to hold virtual meetings. However, that tool is not available in one team member's country. How should the project manager deal with this situation?

A. Contact the project sponsor to have the team member removed from the project

B. Ask the team member to move to another location where the tool is available

C. Investigate alternative tools for virtual meetings that are available to all team members

D. Start the project and use email to communicate with the team member until the tool is available

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

Halfway through a project, the project sponsor is replaced by another peer who was not previously engaged in the project. The new project sponsor has rejected most of the project artifacts, and the team did not get the latest increment approved on the current iteration. Stakeholders are not feeling confident about the project outcome. What should the project manager have done to prevent this situation?

A. Performed a stakeholder analysis when the sponsor joined the project

B. Held a governance meeting to review the project increment

C. Escalated the issue to ensure the increment would be approved

D. Conducted a product iteration review with the new project sponsor

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A regulatory branch of an environmental government agency has recently placed a ban on the manufacturing of a specified thickness of plastic packaging products. This ban will take effect in 12 months. The project manager for a startup firm working in alternative packaging has been monitoring the progress of this law for a while and, as part of the risk management, has identified new products that can support a growing customer base. What should the project manager do next?

A. Begin a marketing campaign to sell alternative packaging after the 12-month period ends

B. Organize a meeting with all stakeholders and review the stakeholder engagement plan

C. Continue production processes and plan to discuss changes at the next annual target review meeting

D. Inform management of the new law as an opportunity to expand market share and share the proposed products

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information. What should the project manager do?

A. Discuss the situation with the company project sponsor for advice

B. Request information directly from the sourcing department team members

C. Work out a resolution in consultation with the sourcing department head

D. Present the situation to the manager of the sourcing department head

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A project manager has just been hired by a company without a project management governance structure. During the kick-off meeting, a key stakeholder emphasizes the importance of the project meeting the company's strategy, investment, and compliance requirements. What should the project manager do?

A. Put into place a project governance model in line with the requirements

B. Replicate the organizational governance to the project governance

C. Create an organizational project management governance

D. Ask the organization to create a project portfolio governance

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A third-party supplier demands payment for the services provided for a project. The agreement was that payment would be made after the organization receives payment from the client. The third-party supplier lacks the capital to meet their payroll and has informed the project manager that if they do not receive payment quickly, they will withdraw team members from the project. What should the project manager do?

A. Explain the third-party supplier situation to the client and request payment.

B. Inform the client that the project must be delayed until payment is received.

C. Reassign resources from other projects to pay the third-party supplier.

D. Process a bank loan to pay the payroll of the third-party supplier.

MULTIPLE CHOICE QUESTION

3 mins • 1 pt

A project manager is developing the stakeholder register and is having trouble understanding the motivation of some of the stakeholders. What should the project manager do to get this information?

A. Identify each stakeholder's motivations from the business case.

B. Request stakeholders articulate their motivations at the kick-off meeting.

C. Email project objectives to all stakeholders and ask for endorsement.

D. Organize a one-on-one conversation with each stakeholder.

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