300-401 N

A project manager is attending a progress meeting with a client The client requests a design change which might potentially add value to the project What action should the project manager take?

• Accommodate the change request to serve the client's needs

• Consult with team members and allow them to make a decision

• Convince the client not to make changes to the project

• Make transactional decisions focusing on the project goals

The project manager has finished all the tasks of the project and immediately starts on a new project. A few months after beginning the new project, the accounting manager asks for confirmation of previous projects because the budget is still open with no further cash flows. What should the project manager have done?

• Conveyed task completion information to accounting

• Closed the procurement process properly

• Completed the transition process

• Performed administrative closure of the project

A large company has agreed on a business case for an environmental project. The project will cause some major changes in their operations, such as reduction in paper use, which will obviously affect all of the users. What is the first thing the appointed project manager should do?

• Evaluate the impact to the users and create a plan to address it.

• Inform users about the new changes and ask for their collaboration.

• Ask all managers to collaborate implementing this change to users.

• Start implementing the change so that users will eventually get used to it.

A company is initiating a project to decommission inefficient sales channels. Several stakeholders argue that one channel that indicates a downturn in generating value is still more efficient than some of the channels that are planned to remain. What should the project manager do?

• Plan for incremental and iterative delivery based on feedback from the marketing and sales team.

• Review and update the success criteria to ensure that the channel is not decommissioned.

• Inform the stakeholders that the list of channels to be decommissioned was approved by the CEO.

• Escalate the objection to the steering committee and human resources (HR) as a personal intimidation incident.

A project manager for a large project's agile team is developing new workflows to meet changing business needs. As the second sprint is running, the product owner and agile team begin to receive more details that impact the scope change of running items. The agile team requests a change in the sprint goals and sprint backlog items. What should the project manager do?

• Create a parallel sprint to deliver the additional items.

• Guide the agile team to add the new scope to the product backlog.

• Pause the sprint to allow time to include the new items.

• Moderate the expectations for sprint quality.

A project scope was developed with numerous assumptions. During the execution phase, the assumptions changed, which has jeopardized the planned business value of the project. What should the project manager do next?

• Update the assumptions log and change log, and implement the change control process.

• Report on the changed assumptions to the project sponsor and seek support to prioritize the change requests.

• Inform the client that the project cannot meet the project timeline and additional costs will be incurred.

• Deliver what was planned in the project management document according to the specifications.

A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor. This vendor just announced a delay in delivering a key component, which will impact the project schedule. What should the project manager do?

• Ensure that relevant stakeholders and expectations are identified and assess the component delay.

• Perform a detailed analysis of the release content for each component of the solution.

• Propose a new design of the solution to replace the external component with an internal one.

• Ask for expedited delivery of the component to mitigate the risk of schedule delays.

An organization uses a hybrid approach to project management. A project manager has been assigned to an external project, project A, where two of the three modules in the project require machine learning skills. The only machine learning expert in the project manager's organization is engaged in an internal project, project B, that is about to end. What should the project manager do?

• Prioritize project A over project B since A is an external project and B is an internal project.

• Plan project A in sprints, starting with the module that does not require machine learning skills.

• Engage the human resource manager to employ a machine learning expert for project A.

• Plan project A to start at the end of project B when the machine learning expert is available.

A project in aerospace design has run into a substantial technical issue, and the project team is uncertain on how to proceed. With whom should the project manager call a meeting to discuss the issue?

• Project stakeholders and the team

• External subject matter experts (SMEs) and the team

• Project sponsor and the team

• Project sponsor and the external SMEs

A senior management team member contacts an agile project lead and mentions that certain features the senior manager thought would be in the current release were not included. What should the agile project lead do?

• Assure the senior manager that these features will be queued up in the next sprint.

• Meet with the team to understand why the senior manager’s features were not included.

• Invite the senior manager to the next planning meeting.

• Send the product roadmap to the senior manager.